When Tech Moves Faster Than Culture: Bridging the Gap
One of the biggest challenges in organisational change today is the mismatch between how fast technology evolves and how fast organisations adapt. We’re living in an age of exponential tech advances – generative AI being a prime example – but organisations (and humans in general) adapt on a more linear, incremental curve. As New York Times columnist Thomas Friedman observed, our ability to adapt has been surpassed by the rate of technological change. In other words, the tech curve is shooting up like a rocket, while the human organisational curve lags behind. This gap can leave companies perpetually playing catch-up, and it’s a dangerous place to be.
Why? Because when organisations can’t keep pace, they risk disruption from those who can. The average lifespan of an S&P 500 company has plummeted from 60 years in the 1950s to under 20 years today. In disruptive times, the only truly risky move is to not take any risks at all. Companies that cling to “business as usual” while the world changes around them may suddenly find themselves irrelevant – the proverbial Kodak moment in a bad way. AI is likely to accelerate this trend: it has the potential to reinvent business models and processes overnight. Firms that adapt slowly could see agile competitors (or new entrants) swoop in with AI-driven products, winning customers with better, faster, cheaper offerings.
So how can organisations bridge this adaptation gap? A few strategies emerge:
Lifelong Learning and Upskilling: Create a culture of continuous education so employees at all levels can rapidly acquire new skills as technology demands. Encourage everything from formal training programs to self-paced online courses, and recognise those who take initiative to learn. As Friedman noted, embracing “lifelong learning” is crucial to catch up with technological change.
Agile Structures: Replace rigid, hierarchical decision-making with more agile, cross-functional teams that can implement new tech in bite-sized chunks. Methodologies like agile and DevOps in IT, or more broadly a network of empowered teams, allow organisations to iterate quickly rather than get bogged down in analysis paralysis.
Pilot and Scale: Rather than waiting for perfect information, adopt a test-and-learn approach. Pilot an AI tool in one department, measure impact, learn from mistakes, and then refine and expand. This approach lets the organisation adapt in smaller increments, which accumulate into big change over time.
External Sensing: Keep a close eye on technological trends and be willing to bring in outside perspectives. This could mean partnerships with startups, participating in industry consortia on AI, or even hiring advisors with cutting-edge expertise. The goal is to avoid being blindsided by “what’s next” – instead, you see it coming and have a plan for it.
Align Tech and Strategy Continuously: Make technology adoption an integral part of strategic planning, not an afterthought. Companies bridging the gap well are constantly aligning their strategy (where the business is going) with their capabilities (what the technology enables). If the strategy shifts, they pivot resources and training accordingly. This prevents the scenario where tech is zooming ahead but the company’s strategic mindset is stuck in yesterday’s world.
Bridging the gap is not easy – it requires foresight and a willingness to disrupt yourself. But consider the alternative: losing talent (who leave for more forward-thinking employers), falling behind competitors, and facing that moment when you realise the market has moved on without you. By proactively adapting culture, skills, and processes, business leaders can ensure that their organisations ride the wave of technological change rather than being dunked by it.
