Digital organisational culture quietly shapes how we work, yet surprisingly, it’s often overlooked. When the world swiftly moved to remote work, we lost the subtle but powerful signals that guided office interactions – body language, casual chats, and quick exchanges at the coffee machine. Without these implicit cues, organisations found themselves needing to explicitly redefine their cultures through digital channels.
Tools like Slack, Microsoft Teams, and Zoom quickly became lifelines for maintaining connectivity. But despite their benefits, these platforms often strip conversations of essential context. Messages that once carried warmth, humor, or encouragement could suddenly feel cold or ambiguous when confined to text or video screens. Misinterpretations became common, trust was harder to build, and suddenly it was clear: organisational culture couldn’t be left to chance. It had to be intentionally cultivated.
Interestingly, digital tools themselves deeply influence behavior through their default settings, often shaping culture in unintended ways. Take Slack, for instance: its default status indicator subtly nudges employees toward constant availability, creating expectations of immediate responses and blurring the line between professional and personal time. Similarly, email notifications default to interruptive pop-ups, inadvertently promoting a fragmented workday rather than periods of focused, deep work.
Video conferencing platforms offer another compelling example. The default to video-on meetings, intended to replicate face-to-face interactions, has inadvertently created new pressures – employees often feel compelled to visibly demonstrate constant engagement, leading to exhaustion and anxiety rather than connection. It’s a reminder that the technology we use isn’t neutral; it profoundly shapes workplace dynamics.
This conversation around digital culture was recently amplified by JP Morgan Chase CEO Jamie Dimon, who criticised remote work for negatively impacting productivity and performance. Yet studies consistently show remote work boosts productivity when properly supported. Dimon’s concerns actually highlight a critical misunderstanding – it’s not remote work or technology that’s problematic, but rather a lack of intentional investment in digital organizational culture. When digital culture is explicitly cultivated, remote work can become not just viable, but highly effective.
As we continue navigating this digital shift, organisations must proactively shape their digital cultures. Clear guidelines around digital communication, response times, virtual meeting etiquette, and inclusive interactions become essential. By explicitly defining cultural norms rather than assuming implicit understanding, organisations can foster environments that are not just productive, but also psychologically safe and inclusive.
Ultimately, technology has transformed organisational culture from something quietly understood into something that must be deliberately articulated. Embracing this change isn’t just beneficial – it’s essential for creating workplaces that thrive in our digital-first era.
Rahaf Harfoush
Emerging Technologies, Innovation and Business
Conference speaker and bestselling author Rahaf Harfoush offers insights at the crossroads of innovation, culture, and digital transformation. A lecturer at Paris’ Sciences Po and a former advisor to the World Economic Forum, she explores how data is reshaping the relationship between organisations and employees, uncovering disruptive business models, and examining the profound impact of digitisation on society.
For more of her work, visit her blog – https://rahaf.kit.com/
To enquire about Rahaf speaking at you next conference of business event or to get advice tailored to your specific event needs, don’t hesitate to get in touch with us!