So far the project has been working on a digital capability framework for individuals. I have been reflecting on what and how we could define a digitally capable organisation.
The framework, diagnostic tool and online offer are very much in line with individual digital capability, and as was mentioned to me in a discussion, an organisation’s digital capability is much more than just the sum of the individual capabilities of the people who work for the organisation. There are aspects such as infrastructure, organisation, culture, openness, resources, learning spaces, strategy, practice, policy, estate, student engagement, and so on…
As we are aware from the work we have undertaken so far, there are many barriers and obstacles to improving digital capability across an organisation. One of the main barriers is the culture and mindset of the staff working within the organisation, other constraints though include technological and organisational barriers.
So what are the institutional technological constructs that enable digital capability and those that have a negative impact?
How can organisational aspects facilitate improvements to digital capability and which can impede and stall initiatives to improve capability?
What sort of culture cultivates innovation and curiosity in improving the adoption of digital technology and how would you steer an organisation towards that kind of culture?
Then we have questions about structures, we all know the negative impact that silo working can have on culture and development.
The strategy and policies can also have an impact on how organisations approach digital and the resulting actions on improving capability.
Learning spaces, work areas, all have an impact on how people can work or engage with digital technologies, how do we determine what are effective spaces and which kind of spaces impair the ability to work with digital.
So from your perspective what are the institutional enablers and blockers when it comes to growing the digital capability of an organisation?