The Role of Organisational Culture in Driving Technology Adoption

3 min read
Technology Adoption Blog

With technology advancing at the rate it is with LLMs (Large Language Models) Like GPT and Bard. And with organisations changing so much in the way they work with flexible work or entirely remote work. It is clear that organisational culture and technology adoption are going to be some of the most critical issues facing organisations moving forward and how organisations react may affect their trajectory in the long term.

Some organisations have reportedly restricted the use of GPT like Goldman Sachs, Citi Group and JP Morgan Chase due to fear of confidential data possibly being leaked. And there have been further reports that Apple and Amazon have done the same, however, data isn’t the only reason for these tech companies as Amazon have Amazon Bedrock, provided through AWS, and Apple could also be working on their own AI solution.

In terms of changes in the workplace, the news has been rife with articles relating to the ‘return to work’ mandates. Companies like Amazon, Salesforce, Apple and Google are all calling for varying levels of mandatory workdays. With all this in mind, how do organisations navigate through this turbulent landscape?

Driving Behaviours to Improve Tech Adoption

Culture is made up of the collective behaviours lived throughout your organisation. By driving specific behaviours you can encourage the use of the appropriate technology. I could talk at length about the possible behaviours you may want to focus on to drive technology adoption. But to keep this a sensible length I will cover four behaviours based on people interactions, decision-making, execution and energy orientation.

  • Accountable: In terms of people interactions, driving a culture of accountability can help in driving tech adoption as it provides a sense of ownership among employees and if tech can provide an advantage in terms of productivity then employees will be incentivised to utilise new technologies. This means organisations need to empower their employees instead of being too parental as this will ultimately be a positive for both the employee in terms of expanding responsibility and for the organisation in increasing productivity.
  • Democratic: Moving on to the theme of decision-making, by making decision-making more democratic you can promote innovation and technology adoption by encouraging experimentation, creativity, enhancing trust and communication and reducing resistance to change. If employees have input, they have an inherent interest in any outcomes. By looking at some of the most innovative companies on the planet we can see this, with the likes of Google and Apple both having schemes where employees are encouraged to be creative and suggest ideas.
  • Learning: In relation to the execution of tasks, it is essential for organisations to promote learning rather than sticking to what they know and not changing. Employees should be curious and, similarly to the point made in the democratic section, they should be incentivised to propose new ideas and knowledge. Focussing on being a ‘learning’ organisation will ultimately enhance the competence and confidence of employees. Organisations can promote this by providing employees with opportunities to take courses they may be interested in or internal opportunities to upskill.
  • Ambitious: Finally, for energy orientation, organisations should promote ambition. Organisations and their employees should be willing to take risks in pursuit of greater outcomes. Ambition stands out as the behaviour most closely associated with innovation and technology adoption. Ambition can provide organisations with a competitive advantage when executed correctly. A report by Deloitte also highlights how a ‘risk-taking’ culture can enable digital transformation by allowing employees to learn from failures and challenge the status quo.

Conclusion

In conclusion, as technology advances and work practices evolve, organizational culture and technology adoption become pivotal for long-term success. While some companies restrict the use of LLMs due to data security concerns, the landscape extends beyond data alone, with companies like Amazon and Apple developing their AI solutions. To navigate this changing terrain, organizations can drive behaviours such as accountability, democratic decision-making, a learning-oriented approach, and ambition. By embracing technology and fostering a positive culture, organisations can position themselves for growth and innovation in this dynamic landscape.


Culture15 is your complete toolkit for tracking culture change. CEOs and Exec Teams at world-leading organisations use Culture15 analytics to ensure success by aligning their culture with what they need to execute their strategy. If you’d like to find out how to define the culture and values you need, diagnose the culture you have and close the gap, talk to our team. 

Book a Demo

Schedule a virtual meeting with a member of the Culture15 team.