Agile paths to digital transformation

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actori impulse

Digital transformation is the word of the hour. There needs to be more digital offerings for customers, more digital collaboration among each other, and more digital processes in the organization's operations, but it's been clear since the pandemic at the latest: it's complicated. Most cultural institutions and companies are not geared up for this challenge. The transformation can only be mastered with organizational change. On the one hand, this means more digital-savvy personnel (e.g., through further training for employees) and, on the other hand, a new form of collaboration.

actori has looked at three ways in which digitization can be institutionalized.

1. the "spotify model"
In this model, cross-functional teams work together in agile structures to drive projects and digital products cross-functionally. More and more companies, such as ING Bank or Allianz, are applying the model. This model is well-suited for cultural enterprises that are building their own digital division or digital department.

Here's how it works: In the Spotify model, there are (simplified) squads and chapters. Chapters correspond to today's functional departments (e.g., video technology, IT, dramaturgy). Squads are vertical teams, teams that connect people from multiple departments. This allows products (e.g., a stream) to be thought of and executed directly from start to finish. By working together in cross-functional teams, the coordination effort decreases and the speed increases.

2. the "CIO model"
In this model, digitization is bundled and organized by a central unit - the Chief Information Officer (CIO). She or he stands alongside the other department heads can give the topic of digitization even more significance. It is particularly suitable for large cultural enterprises with several departments, such as larger museums.

3. the digitization workshop
The digitization workshop (Christoph Deeg's idea) gives all employees the opportunity to contribute digitization ideas. A professional team then ensures that the ideas are implemented. In this way, digitization affects all employees. The model is also very suitable for small cultural enterprises.

Here's how it works: In the digitization workshop, there are three areas 1) the lab, 2) product development, 3) product distribution. The exciting thing: In the lab and distribution, all employees can participate. This means the ideas for new products come from all employees. In this way, even skeptics of digitization are engaged with the topic and can contribute ideas.


An impulse from Franziskus Linsmann, Project Management.

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