Digital transformation above all levels brings chances and challenges. If a company wants to survive in a world that is fast-paced and constantly changing, traditional leadership concepts need to be adapted. This means, the shift of the workplace into digital spaces, the accompanying emergence of a digital culture and the development of new digital responsibilities are necessary and unstoppable aspects of the digitally transforming corporate world.
The core idea of this year’s conference is: no industry, no company and no leader can avoid the concept of digital leadership.
To be able to run a business in a future-orientated and promising way, fundamental structural changes are inevitable. This restructuring must not only take place at the company level but needs to become visible in the management and leadership concepts. The sole acquisition of new technologies and digital mechanisms is not enough.
For this, the development of a Digital Culture and the awareness of Digital Responsibility play a major role in achieving the goal of being a digital leader.
The relocation of the workspace into the digital sphere creates the need for advanced work concepts. “New Work” as a part of Digital Culture, breaks with traditional ways of working and challenges employees as well as employers. The questions of where work takes place and how work takes place are seen from a completely new angle. It seems as if temporal and spatial separation are becoming more easily surmountable hurdles. But to what extent should our workspace and private space merge? And can a healthy work-life balance, educational opportunities and cultural offers bind the employee to the company and even lead to increased productivity?
New ways of working also raise the need for adapted responsibilities. The responsibility structures themselves are shifting within the company – the hierarchies are becoming flatter and the individual moves into the focus of interest. This shift also brings change to management positions.
Furthermore a digital leader is responsible for making sure its employees are doing well. The “human resource” is scarce and in order to attract talents to stay with your company in the long term, incentives and values must be set.