**6. Learning, training, and entrepreneurship education**

A key success factor in digital transformation of an organization is a training and learning concept with three areas of focus [17]:


Some years ago, learning was focused on training people to fulfill their tasks (job training) and occasional additional skills, and there was little need for most workers to be always learning. Now, when all organizations must cope with the uncertainty, complexity, and ambiguity of the digital economy, they have to try to become more agile and adaptive. Intelligence and small-scale decision-making must be distributed to the edges of the organization, so that each team and function is free to learn and adapt based on customer and market feedback [17].

The learning process in organizations wishing to be successful within digital transformation should be changed from a process-centric world of job training to a service-oriented world of continuous learning and improvement in the flow of work. Many organizations developed digital workplace platforms and tools; learning around the digital workplace should help employees to understand how these tools can improve their work, achieve digital skills, and help the organization to have more advantages from its existing technology investments.

Some aspects should characterize the learning in the time of digital transformation [17]:


Referring to necessary skills of entrepreneurs to work within digital workplaces, the European Union team underlines team working, communication, entrepreneurship and innovation, and intercultural skills as as "necessary to drive creativity and

*Strategy and Behaviors in the Digital Economy*

digital transformation [16].

**5.5 Open dialogue**

and demands.

**5.6 Invest in training**

efficiency and productivity.

**5.8 Support collaboration**

ways to complete tasks.

**5.9 Involve employees**

easily and directly.

**5.4 Adaptation of employees to digital transformation and digital workplaces**

When an organization suffers changes in everyday functioning like digital transformation, both employers and employees must face challenges; if employees

In the following experts, make some proposals to help employees to adapt to

It is known that employees are sometimes resistant to change when the transformation comes only from up, so it is important to create a dialog with employees to discuss which and how they see improvements in digital transformation. If it is possible, the open dialog should start from the top and involve all employee's transformation. One leader in organizing digital transformation should bridge the gap between the actual implementation of technology and the workplace culture

"Let people understand the reasons for the change, and make sure they have a clear picture of what will improve when they get there," says Dr. Daniel Cable, professor and chair of organizational behavior, at London Business School. It is important to foster a culture of change and make sure employees develop the skills to keep up with a fast paced and dynamic environment. All employees should be encouraged to go through the company-training program to drive adoption.

First employees can freely experiment without fearing the consequences of mistakes. Often, they discover new and faster ways of doing everyday tasks, increasing

Online and offline communication can easily be unified keeping employees connected through their own devices. Digital connections often reach down generational gaps and bring employees of different ages together. New digital communication fosters collaboration in departments and across the organization. The digital transformation should not be felt only as technology change but more like intuitive

Embracing digital transformation is more easily achieved through increased employee engagement. Using digital technologies employees can reach consumers

Often, older employees are not enthusiastic about digital transformations, but their insight, wisdom, and experience are invaluable. By improving internal employee engagement, employees can feel more valued and are more open to change. Engagement drives adoption, but digital transformation too can drive engagement. Flexible work has positive effects on employee engagement. In the digital age, flexibility is easier than ever to implement. Employees can work

**5.7 Foster a culture where experimentation is allowed and encouraged**

do not keep up, chances that transformation to be successful are very low.

**28**

innovation and cope with complexity and uncertainty in a fast-evolving workplace" [18, 19] and new skills for success at macrolevel, i.e., digital fluency referring to the ability to use digital tools and resources existing in companies to do a specific task at workplace and be successful. Another skill is the ability to deal with a change which significantly increases. Adaptability and cognitive flexibility help people to change the way when business needs shift.

It is known that information and data are used more frequently to achieve business goals, to make decisions, and to build strategies. The entrepreneurs should be able to asses and analyze data and information.

The EntreComp framework [20] outlined by the EU Commission, 2016, highlights that entrepreneurship should not be limited to those people setting up businesses but in all aspects of life. "Entrepreneurship is when you act upon opportunities and ideas and transform them into value for others. The value that is created can be financial, cultural, or social" [21].

Entrepreneurship requires innovation, knowledge about industry/market, and adaptability to different business. In order to be prepared for a successful career, it is necessary that students understand what means entrepreneurship and use entrepreneurial skills to achieve career goals.

Entrepreneurship education and training refers to the use of a variety of skills to develop a culture of entrepreneurship [21] aimed at the development of behavior, attitudes, and capacities that create value.

Entrepreneurship and entrepreneurship education have an important role in social and economic developments.

Addressing a global challenge such as youth employment requires global actions to prepare them for digital workplaces. It is known that young people are natives of the digital realm, relatively few possess the skills needed in the digital economy, and employers around the world are struggling to find skilled professionals equipped with the technical and soft skills they desire. In context of youth employment crisis and the job opportunities available for people equipped with digital skills, the question of skills training and improvement of entrepreneurship education therefore become central.

Referring learning methods within entrepreneurship education, Chinnoye and Akinlabi [22] affirm that this is most successful through active learning approaches such as experiential, team-based project, and problem-based approaches.

Learning the concept of global citizenship through global collaboration helps students to work cooperatively with people around the world; this is often necessary for their future jobs.

Small- and medium-sized enterprises (SMEs) are very important and numerous in Europe but small, and their resources are constrained. Because, their staffs need to adapt to digital transformation changes and learn new competences and skills relatively quickly; new learning/training opportunities for their staff have to be found, in addition to the daily operations of the company. Most entrepreneurship programs are targeted at new business owners or start-ups. There is, however, less research on the relationship between entrepreneurial skills of employees in existing SMEs, digital transformation, and innovation capacities in this context.

The European ongoing project Reinnovate with participation of the author focusses also on encouraging all employees in SMEs to develop an entrepreneurial mindset, increasing the chances of the small firm's survival within digital transformation. Project partners come from five European countries (www.iat.eu). Within the framework of the project, an intense cooperation with SMEs, research organizations, and representatives of higher education is crucial. The provision of a training program and model accreditation will assist employees in SMEs to find/create the knowledge required to become more competitive, to develop a digital culture of entrepreneurship, and to become more innovative.

**31**

research skills.

contribute in this context.

*Implementation of a Digital Workplace Strategy to Drive Behavior Change and Improve…*

Reinnovate uses results of the European project Archimedes and a survey with 150 European SMEs about their existing skills and corresponding training needs suitable also in connection with digital transformation. The methodology of Reinnovate is direct including interviews with guest entrepreneurs, recording videos, counseling, if possible, group discussions, active learning, learning from mistakes, process-oriented teaching, practical-operational teaching methods like

• Take into consideration the most common practices in SMEs which are infor-

• Take into consideration effective and preferred practices by employees to keep the employees moral at digital workplaces and extend their employability

• Support the interorganizational level of workplace learning, i.e., regardless of

Four training modules will be developed and offered to SME staff, each module over the course of a 6 week period; if a learner takes all four modules, they will

Module 1 about how to use workplace-oriented research to identify opportunities for new business includes also identifying opportunities from national and international perspective referring digital transformation, social, and cultural

Module 2 has the objective to enable learners to gather and analyze the relevant

Module 3 helps entrepreneurs to manage an own research project and module 4

There is a consensus between researchers, educators, business observers, and entrepreneurs that digital transformation requires many changes, i.e., cultural and behavioral ones, and that entrepreneurship education and training could significantly increase the number and the quality of entrepreneurs working in SMEs or

This chapter has involved a review of different articles, the opinion of some practitioners, SMEs, and of the authors about how could be companies helped to

Finally, it has been established that it is not easy to scale up business from a traditional small enterprise to one working successful in digital era; through new educational practices and a cooperation between educators, research, and industry entrepreneurial mindsets can be supported including behavioral changes and achieving competences like described in EntreComp and also new work-oriented

The program being developed within the Reinnovate project to develop entrepreneurial culture in SMEs through the provision of a suitable training program can

solve some problems in connection with digital transformation.

data to allow them to implement a business opportunity or an innovative idea in connection with digital transformation. The module consists of three units,

*DOI: http://dx.doi.org/10.5772/intechopen.85135*

starting a business, and role play [23].

perspectives.

life-cycle stages.

problems.

**7. Conclusions**

entering the digital economy.

The Reinnovate methodology should help to:

mal learning and workplace learning.

accumulate credits for a level 7 certificate award.

decision-making, gather data, and assess information.

to evaluate success and feature opportunities.

*Implementation of a Digital Workplace Strategy to Drive Behavior Change and Improve… DOI: http://dx.doi.org/10.5772/intechopen.85135*

Reinnovate uses results of the European project Archimedes and a survey with 150 European SMEs about their existing skills and corresponding training needs suitable also in connection with digital transformation. The methodology of Reinnovate is direct including interviews with guest entrepreneurs, recording videos, counseling, if possible, group discussions, active learning, learning from mistakes, process-oriented teaching, practical-operational teaching methods like starting a business, and role play [23].

The Reinnovate methodology should help to:


Four training modules will be developed and offered to SME staff, each module over the course of a 6 week period; if a learner takes all four modules, they will accumulate credits for a level 7 certificate award.

Module 1 about how to use workplace-oriented research to identify opportunities for new business includes also identifying opportunities from national and international perspective referring digital transformation, social, and cultural problems.

Module 2 has the objective to enable learners to gather and analyze the relevant data to allow them to implement a business opportunity or an innovative idea in connection with digital transformation. The module consists of three units, decision-making, gather data, and assess information.

Module 3 helps entrepreneurs to manage an own research project and module 4 to evaluate success and feature opportunities.

### **7. Conclusions**

*Strategy and Behaviors in the Digital Economy*

the way when business needs shift.

able to asses and analyze data and information.

created can be financial, cultural, or social" [21].

entrepreneurial skills to achieve career goals.

attitudes, and capacities that create value.

social and economic developments.

for their future jobs.

innovation and cope with complexity and uncertainty in a fast-evolving workplace" [18, 19] and new skills for success at macrolevel, i.e., digital fluency referring to the ability to use digital tools and resources existing in companies to do a specific task at workplace and be successful. Another skill is the ability to deal with a change which significantly increases. Adaptability and cognitive flexibility help people to change

It is known that information and data are used more frequently to achieve business goals, to make decisions, and to build strategies. The entrepreneurs should be

Entrepreneurship requires innovation, knowledge about industry/market, and adaptability to different business. In order to be prepared for a successful career, it is necessary that students understand what means entrepreneurship and use

Entrepreneurship education and training refers to the use of a variety of skills to develop a culture of entrepreneurship [21] aimed at the development of behavior,

Entrepreneurship and entrepreneurship education have an important role in

Addressing a global challenge such as youth employment requires global actions to prepare them for digital workplaces. It is known that young people are natives of the digital realm, relatively few possess the skills needed in the digital economy, and employers around the world are struggling to find skilled professionals equipped with the technical and soft skills they desire. In context of youth employment crisis and the job opportunities available for people equipped with digital skills, the question of skills training and improvement of entrepreneurship education therefore become central. Referring learning methods within entrepreneurship education, Chinnoye and Akinlabi [22] affirm that this is most successful through active learning approaches

Learning the concept of global citizenship through global collaboration helps students to work cooperatively with people around the world; this is often necessary

Small- and medium-sized enterprises (SMEs) are very important and numerous in Europe but small, and their resources are constrained. Because, their staffs need to adapt to digital transformation changes and learn new competences and skills relatively quickly; new learning/training opportunities for their staff have to be found, in addition to the daily operations of the company. Most entrepreneurship programs are targeted at new business owners or start-ups. There is, however, less research on the relationship between entrepreneurial skills of employees in existing

such as experiential, team-based project, and problem-based approaches.

SMEs, digital transformation, and innovation capacities in this context.

entrepreneurship, and to become more innovative.

The European ongoing project Reinnovate with participation of the author focusses also on encouraging all employees in SMEs to develop an entrepreneurial mindset, increasing the chances of the small firm's survival within digital transformation. Project partners come from five European countries (www.iat.eu). Within the framework of the project, an intense cooperation with SMEs, research organizations, and representatives of higher education is crucial. The provision of a training program and model accreditation will assist employees in SMEs to find/create the knowledge required to become more competitive, to develop a digital culture of

The EntreComp framework [20] outlined by the EU Commission, 2016, highlights that entrepreneurship should not be limited to those people setting up businesses but in all aspects of life. "Entrepreneurship is when you act upon opportunities and ideas and transform them into value for others. The value that is

**30**

There is a consensus between researchers, educators, business observers, and entrepreneurs that digital transformation requires many changes, i.e., cultural and behavioral ones, and that entrepreneurship education and training could significantly increase the number and the quality of entrepreneurs working in SMEs or entering the digital economy.

This chapter has involved a review of different articles, the opinion of some practitioners, SMEs, and of the authors about how could be companies helped to solve some problems in connection with digital transformation.

Finally, it has been established that it is not easy to scale up business from a traditional small enterprise to one working successful in digital era; through new educational practices and a cooperation between educators, research, and industry entrepreneurial mindsets can be supported including behavioral changes and achieving competences like described in EntreComp and also new work-oriented research skills.

The program being developed within the Reinnovate project to develop entrepreneurial culture in SMEs through the provision of a suitable training program can contribute in this context.

The author will work further in collaboration with SMEs to make some adjustments toward transformational entrepreneurship and a sustainable socioeconomic development of SMEs in the digital era.
