Culture and business leadership: 4 articles you can't miss

Sutherland Editorial

Implementation and management of new business processes must be rooted in the culture of a business. Processes can be significantly transformed to yield greater control and transparency, when there is an understanding of cultural and organization challenges and opportunities. Technology and business publications alike take a deeper dive into transformation and culture integrations - we've rounded up recent reads for you here:

How to win with automation (Hint: it’s not chasing efficiency) (IT World Canada) ​
“Culture eats strategy all day long,” Shawn Slack, director of IT and CIO at the City of Mississauga, stressed at the event. “It’s not just about modernizing the technology that you use. To effect real change, companies need to break down the established norms within their corporate culture and modernize them as well.”​

Digital transformation requires a strong culture, leadership (PCMag) ​
IDG's Agenda Conference brought together a group of CIOs to discuss "digital transformation" and new initiatives to use technology to fundamentally change the way their companies do business. A number of executives shared their stories, mostly focusing on leadership during the technology transformation process. They showed how organizations are using new technologies—cloud, mobile, analytics, and even VR and AR—to make big changes. ​

How to implement DevOps: 5 tips for doing it right (ZDNet)
Enterprises are increasingly turning to DevOps as a way to deliver software and security updates more rapidly -- both internally and to customers. But for many, actually implementing the new workflow remains challenging. ​

Deep change: How operational innovation can transform your company (Harvard Business Review) ​
Operational innovation is rare – No more than 10 percent of large enterprises have made a serious and successful effort at it. And that shouldn’t be. Executives who understand how operational innovation happens—and who also understand the cultural and organizational barriers that prevent it from happening more often—can add to their strategic arsenal one of the most powerful competitive weapons in existence.

Don’t miss an example of Sutherland’s work in connecting culture to process transformation here.