**2. Digital transformation**

It is known that the development and proliferation of information and communication technology changed the ways in which employees connect, collaborate, and communicate.

These changes have been accelerated also due to trends like:


**21**

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

These trends require a digital transformation and a reshaping of work

[2], i.e., possible digital business models and digital value creation networks.

partners, and increased potential by changing work styles.

• to use digital technologies to minimize costs;

Digital transformation can be understood as improved business processes through digital technology. It means better collaboration between staff, efficient collaboration with customers, stronger and more productive relationships with

The main drivers of digital transformation include traditional digital technologies [1, 2], i.e., infrastructures (i.e., networks, computer hardware) and applications (i.e., apps on smartphones, web applications), and the digital exploitation potentials

In the narrower sense, digital transformation often refers to the change process within a company triggered by digital technologies and customer expectations. However, it is a process of change affecting a variety of aspects of our society and

Digital transformation in organizations happens in many ways; employees and

• that their employees work together more effectively to boost productivity;

• that their clients are content and to gain new ones through better customer

• to use digital transformation to remain relevant in the face of the quickening

• to work with digital toolsets according to their tasks, experience, and

• to have workspaces making possible to collaborate more effectively within their jobs and also due demands to increase productivity and cut costs, making

Achieving such goals can be a long and difficult process because digital technology and change management issues influence workplace transformation. Developing and working on a digital workplace strategy can challenge the most

There are big differences between organizations referring their digital transfor-

• Others are still in the early stages of developing a plan not knowing valuable ways about how to go about defining their goals for a digital transformation.

• Some of them develop some strategy and understand the benefits.

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

does not end up in companies [3].

employers have different hopes [4]:

• to improve business processes;

pace of technology advances.

Employees would like:

it harder for employees;

forward thinking of business leaders.

• to be helped to meet market expectations.

working style;

mation initiatives:

• to be better than their competitors;

Managers want:

service;

environment.

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

These trends require a digital transformation and a reshaping of work environment.

Digital transformation can be understood as improved business processes through digital technology. It means better collaboration between staff, efficient collaboration with customers, stronger and more productive relationships with partners, and increased potential by changing work styles.

The main drivers of digital transformation include traditional digital technologies [1, 2], i.e., infrastructures (i.e., networks, computer hardware) and applications (i.e., apps on smartphones, web applications), and the digital exploitation potentials [2], i.e., possible digital business models and digital value creation networks.

In the narrower sense, digital transformation often refers to the change process within a company triggered by digital technologies and customer expectations. However, it is a process of change affecting a variety of aspects of our society and does not end up in companies [3].

Digital transformation in organizations happens in many ways; employees and employers have different hopes [4]:

Managers want:

*Strategy and Behaviors in the Digital Economy*

productivity, and employees.

and training programs.

workplaces are shortly presented.

**2. Digital transformation**

need to work faster.

communicate.

staff. Employees could work from anywhere and stay connected through smartphones, collaborate with peers, and stay on top of digital trends. Organizations should be proactive in creating new systems and policies and rethinking their culture around digital developments in the workplace in order not to lose clients,

The keys of success of digital workplaces are an effective implementation of a digital workplace strategy with a changed learning and culture. Culture is an incentive for behavior; organizations and managers should assure that staff behavior suits to technological solutions, supports its adoption, and uses it for work, communication, and cooperation. Entrepreneurship education should be also adapted to digital transformation in order to prepare employees and employers for digital workplaces. This chapter presents besides some aspects like a digital European workplace initiative and a framework, which could be the basis of a digital workplace strategy, some proposals for improving entrepreneurship skills. As an important issue of a digital workplace strategy is a suitable learning concept to foster a digital culture and employees' behavior which can be integrated into entrepreneurship education

The role of entrepreneurs and of entrepreneurship education and how it will be changed in order to prepare entrepreneurs for the digital transformation and digital

The scope of this chapter is on one hand to discuss with academics who work in the field of digital transformation and with students to find new scientific methods for problems like cultural and behavior change; on the other hand, the author has experience in learning methods for entrepreneurs and would like to help organizations and employees particularly in SMEs to achieve skills and competences for a

The author works in many European projects aimed to improving work and education/training of entrepreneurs in digital era and included in this chapter issues necessary for small- and medium-sized companies (SMEs) resulted from surveys done within some of these projects about SMEs' problems that have in connection with digital transformation and of organized training. The author works currently at the planned training modules and will organize training sessions with SMEs from

We think the problems discussed in this chapter will be used also within the German initiative Mittelstand 4.0-Kompetenzzentrum standards which supports companies and staff within digital changes. The author discussed with some companies within this program about changing culture and staff behavior within digital

It is known that the development and proliferation of information and communication technology changed the ways in which employees connect, collaborate, and

successful digital transformation and digital workplace results.

Germany within the current European project Reinnovate.

workplaces and how to improve entrepreneurs' digital skills.

These changes have been accelerated also due to trends like:

• Aging workforce and the need to capture their knowledge;

• Necessity to meet the varying needs of a multi-generational workforce;

• Information overloaded and technology helping employees to find what they

**20**


Employees would like:


Achieving such goals can be a long and difficult process because digital technology and change management issues influence workplace transformation. Developing and working on a digital workplace strategy can challenge the most forward thinking of business leaders.

There are big differences between organizations referring their digital transformation initiatives:

