People at the Heart of Digital Transformation: How Schein’s Model Can Guide Success

We often hear that digital transformation is not merely about technology—it's about the people who drive it. But what does this really mean, and why do many transformations fall short? This is why Edgar Schein's organisational culture model becomes essential to navigate the complexities of change.

Digital transformation is about changing the entire way in which a company operates and delivers value. This isn’t an easy task to achieve, as the biggest challenges in digital transformations are often cultural rather than technical.

To truly understand the role of people in digital transformation, we need to evaluate organisational culture. This is where Edgar Schein’s model comes into play.

What is the Schein Model?

The Schein model offers a structured framework to make sense of an organisation’s culture. Edgar Schein was a prominent MIT Sloan School of Management professor, who developed a model for understanding organisational culture that has been widely referenced in the fields of organisational psychology and leadership. His work delves into the often-hidden foundations of organisational behaviours and values.

Scheins model identifies 3 distinct levels in organisational cultures:

#1 Artefacts and Behaviours: This is the most visible level. This includes everything from the way people dress, the layout of office spaces, the language or jargon used, company rituals, and how people interact with each other.

#2 Espoused Values: These are the values and rules that are stated by the organisation. They can be found in official documents, stated in corporate values, and are often what leaders say they believe and how they say people should behave. They provide a framework for how people in the organisation should make decisions and interact.

#3 Basic Assumptions: These are values that have been unconsciously internalised by members of the organisation. These assumptions have been learned over time because of the organisation's history and collective experiences, especially those that have been successful in the past. Over time, these assumptions become the "way things are done around here" and are not questioned or even consciously thought about.

The model is designed to help you diagnose the culture of the organisation. So rather than focusing on the visible artefacts the model encourages you to get past the underlying beliefs and assumptions so that you understand what is really going on.

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Action Points for Applying Schein Model in a Digital Transformation:

Understanding the model is one thing, but how can organisations apply it to drive successful digital transformation?

Artefacts and Behaviours:

• Diagnosis: Analyse current practices. How are employees aligning with digital shifts?
• Strategy: Integrate digital tools enhancing workflows and promoting ease of use.
• Evaluation: Monitor how these tools and strategies resonate with the workforce and adapt accordingly.

Espoused Values:

• Diagnosis: Where does the organisation vocally stand on its digital pathway?
• Strategy: Synchronise these values with actionable plans that promote collaborative involvement in digital endeavours.
• Evaluation: Ascertain the alignment between espoused values and on-ground practices.

Basic Assumptions:

• Diagnosis: Investigate organisational beliefs about technology. Is it perceived as an enabler or disruptor?
• Strategy: Address any misconceptions or fears. Prioritise training and upskilling, ensuring that employees feel empowered and equipped for the digital age.
• Evaluation: Continuously gauge employee sentiments and beliefs, ensuring they remain positive and constructive. Subscribe To My Digital Transformation Newsletter

Implementing Schein’s Model in Your Digital Transformation Journey:

• Inclusive Leadership: Leadership should demonstrate a digital-forward mindset while also fostering an inclusive, feedback environment.
• Open Conversations: Encourage open conversations about the digital transition, ensuring concerns are addressed and insights are shared.
• Empower and Train: Equip teams with not just the tools but also with the skills and confidence to navigate the digital landscape effectively.
• Collaborative Innovation: Create spaces for interdisciplinary teams to come together, brainstorm, and co-create digital solutions.
• Celebrate Achievements: Recognise and reward those who drive digital innovation, showcasing them as champions and role models.

By actively using Edgar Schein's insights during the transformation process, businesses can address both the visible and hidden dimensions of organisational culture, paving the way for genuine, lasting change.

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