Companies are transforming their businesses in order to better meet the rapidly changing demands of their customers. The ability of organizations to meet their digital ambitions often falls short despite their enthusiasm. Based on a recent survey conducted by Couchbase, nine out of ten digital transformations failed to meet the business’ needs.

Yes, 90% of projects fail.

While there are many factors that may contribute to a failure of a digital strategy, a consistent theme is leadership’s inability to foster the cultural elements that are necessary for success. One thing I have learned from observing a large number of customers is that no strategy or technological implementation is so flawless, brilliant, or ground-breaking that a human can’t completely derail it if they have the wrong attitude or approach. It is also true that leaders may devise brilliant, ground-breaking strategies, but if the people are not behind them all the way, those strategies will fail.

You cannot digitally transform your business until your people do.

Transforming an organization is more challenging than it appears, since it is similar to trying to move an iceberg. The most common mistake leaders make is focusing their efforts on activities that are visible, i.e., those that are above the waterline. After establishing a strategic vision, the organization builds and implements systems, processes, and structures to support the vision.

The problem is that. It is common for leaders to believe that issues below the surface – the company culture, unwritten rules and values, and assumptions people make about how to accomplish their tasks – will not pose a problem if the strategy is effective. There is no such thing as a good strategy, I can assure you. Leaders who do not engage with their troops will find out the hard way what is expected of them.

It becomes a question of how to transform something like culture, which is intangible and squishy, into a culture that will facilitate change.

In order to succeed, it is necessary to define and foster new cultural characteristics

To support your strategy, you should first consider what your people need to do differently.

In order to create a digital culture today, organizations should embrace the following five characteristics:

1. Focused on the customer: All efforts and mindsets are directed towards creating value for the customer.

2. Teamwork: People are empowered to work together in cross-functional, connected teams.

3. Adaptable and responsive: Employees create value by quickly learning and adapting to changes in processes, structures, strategies, and technologies.

4. Transparency and openness: People feel comfortable sharing their ideas, and management clearly communicates objectives and priorities.

5. Innovating and taking calculated risks: People understand that innovation is fostered by the willingness to take calculated risks and learn from mistakes.

Shift the culture by focusing on behaviors

A change in values, mindsets, and behaviors is required in order to instill new cultural characteristics, such as customer obsession. Sounds like a challenging task, doesn’t it?

Our company has all seen proclamatory emails and posts that announce a radical change in its culture, and we have all experienced the letdown that occurs after such announcements. Everyone goes back to their internal focus and current methods on Monday morning – because simply talking about new values isn’t enough. It is vital that these values are fundamental to the growth and development of a business.

Leadership that builds distinct cultural characteristics places a focus on desired behaviors and rewards them appropriately. You will start to see results and traction with your chosen strategy when behavior shifts, mindsets shift, and values shift, as well.

Your employees’ behaviors can be shifted accordingly to enhance the customer experience. Throughout every meeting that leaders attend and every conversation they have, leaders must model, acknowledge, and recognize the behavior of asking how every decision they make impacts the customer experience. A company that wants the customer experience to be the focal point of every organizational decision must go all out and make it an important part of everything it does.

With the onset of conversations and the acknowledgment of correct responses, people across the organization recognize that customer experience has now become highly valued. In this situation, people’s mindsets shift, and they realize that the best way to have a meaningful impact on the organization is to focus on the customer. They begin to consider how each decision will affect the customer before making the decision. Eventually, a new cultural norm of customer focus is established.

Having doubts about my claim? Find something you would like to change in your organization, and follow the model above. There is a good chance you will see results more quickly than you expect.