Organizations are ramping up investment in AI, data and analytics initiatives to accelerate business agility, but a vast majority of them are struggling with business transformation in general, and cultural challenges are by far their biggest obstacle to adoption. Those are key conclusions from the 2019 New Vantage Partners Big Data and AI Executive survey.
In the survey, executives from Fortune 1000 companies cited multiple factors impeding their transformation efforts, including organizational alignment, agility and resistance. The common denominator? A whopping 95 percent of their issues stemmed from cultural challenges! Only 5 percent related to technology.
"If companies hope to transform, they must begin to address the cultural obstacles," the report states. And later it concludes, "Firms need to adopt a long-term approach, focusing on the complex cultural challenges as a starting point."
It's a brand new report but its findings are not news — not to people who have been managing strategic projects for a while. Organizations don't want to get left behind in the rush to leverage emerging technologies to execute strategy, deliver value and stay relevant. But the technology can't get ahead of the culture. And that's an old, stubborn truth that can't be automated or analyzed away.
How can companies address these cultural challenges to transformation and strategic implementation?
According to the report, while 92 percent of the companies highlighted the “need for agility” as the primary driver of Big Data/AI investment, 40 percent of these same companies identified “lack of agility” as the principle challenge to business adoption.
So they have to be more agile in their journey to agility? That might remind some of the classic "chicken or the egg" question. But for this dilemma, we know which comes first. Culture.
Project-driven organizations can't fix their culture without meaningful change in how their project teams operate. That starts with a commitment to collaboration, to learning, to autonomy, to trust.
Easier said than done? Of course. There is no simple template to follow or process to plug in. Organizations need people (and not just executives) who acknowledge the issues holding them back; who advocate for the needed changes; who represent the desired future in their day-to-day actions. When they get enough of those people, the culture is already changing for the better. Perhaps you're one of those people!