The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and the ability to adapt to changes. Either be a disrupter or being disrupted, the effects of an increasingly digitalized world are now reaching into every corner of the organization and making significant impacts on every aspect of the business from people, processes, to technology and capability both horizontally and vertically. Digital Fit doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is digital fit, and how do you define digital fit?

The purpose of “Digital Fit: Manifest Future of Business with Multidimensional Fit“ is to share insight about multidimensional enterprise fit from digital characteristics, organizational structure, change, knowledge, and talent perspectives; evoke critical and paradoxical thinking about digital “fit vs. misfit,” spark healthy debates on how to define and develop true digital fit, and build a fitting working environment to inspire creativity and accelerate digital transformation.

Chapter 1 The Characteristics of Digital Fit: At the age of digital, businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work to build an authentic culture and an engaging workforce. The best-fit mind means “thinking differently,” the best fit team has complementary skills and capabilities, and the best-fit organization has differentiated competency to achieve high-performing results.

Chapter 2 Organizational Structure Fit: Increasingly, enterprises find themselves enmeshed in the digital "eco-systems," whether they like it or not. For the most part, while they can influence and get influenced by these "ecosystems," they have limited "control" over these ecosystems. Thus, they have to keep tuning the organizational structure to become digital fit and adapt to such a digital new normal accordingly.

Chapter 3 Change Fit: Change is inevitable, and the speed of change is accelerating. However, adaptability and resourcefulness -the response to change are woefully underrated by businesses as keys to sustainability and success. Successful organizations see the changes coming and with pre-planning to overcome the resistance before it even manifests. An organization is on the road to success when change is part of its nature.

Chapter 4 Knowledge Fit: Business is going through a period of huge disruption due to the accelerating speed of changes and emergent digital technologies. The business life cycle is significantly shortened. For many traditional organizations, they are not yet in the knowledge economy, they continue to act as expected in the economy of scarcity, presenting difficulties to share insight and wisdom. Knowledge is without a doubt one of the most valuable and most poorly managed assets in business today. It is worthy of massive amounts of attention and resources.

Chapter 5: Talent Fit: People are always the most invaluable asset in businesses. “Hiring the right person with the right capability for the right position at the right time,” is the mantra of many forward-thinking organizations. The right people make a positive influence on corporate culture and bring wisdom to the workplace. The right people are the ones who possess the digital fit mind with knowledge, skills, abilities, and behaviors necessary to move your business in the direction it needs to go; help to realize the vision and values of the organization and keep innovating and transforming the business for the long-term prosperity.

The term 'fit' can be interpreted with a degree of variability. At the business level, the digital fit is about operational excellence, high-innovativeness, high-effectiveness, and high-maturity. At the individual level, digital fit starts with digital mindsets and a set of digital skills and capabilities. Most of the organizations today are process and control driven, the emphasis is on compliance with the result people forget to think freely. ‘Fit' doesn't mean that everyone needs to have the same thought process, the same personalities, the same preferences, or the same experiences. Where you want to look for 'fit' is in relation to the values you want to build or maintain within your team, and the kinds of behaviors that you would expect to see as a result of, or in alignment with, those values. What is important is that everyone feels committed to the goals of the team, and are comfortable with the behavioral expectations associated with those goals.

"Fit or Misfit" is contextual. Organizational fit from conventional lenses makes relationships easy and perpetuates the status quo. So, if companies are satisfied with where they are and going then they should pay attention to fit. If things need to change then they need to quit hiring clones. Are you planning to build a homogeneous or heterogeneous team; a complimentary team or a competitive team? Organizations need to be thoughtful about whether they are hiring people who are an obvious "fit," and passing on people who are less so, at least on the surface. Thought, skill, and experience diversity are what make effective innovation and growth possible, and you are selling short when you hire for homogeneity. Fit and diversity are not mutually exclusive. Just because two different people have different backgrounds, different approaches, and different opinions, it does not mean they can't be a good fit. Organizational fit means "incluversity," not about cookie cutting or hiring clones.

The organizational fit is the good balance of the fitting attitude and “misfit” thinking. Ultimately, organizational fit means how to balance the fit (growth mindset, learning agility, good attitude, and accepted behavior) and misfit (independent thinking and creativity). Organizational fit means more about value adding or behavioral norms. People need to be intentional about how they enter the role, focusing on understanding and respecting the people, culture, and history. The failure to do this is one of the biggest causes of derailment - and creator of the perception of poor-fit. The fit is also not equal to be compliant only, the ‘group think’ is, in fact, one of the most devastating factors to team performance and certainly to a team’s ability to innovate. Organizational fit, manifested in accepted and expected behavior, has a way of neutralizing differences. At today’s digital new normal, the culture fit means organizations need to proactively seek different ideas and engage in healthy debates and critical thinking with diverse points of view.

The digital paradigm shift is inevitable. Keeping digital fit means the fitting mindset, fitting attitude, fitting structure, and fitting speed. It means learning agility, innovation, and balance. “Run, grow, and transformation,” digital organizations need to keep evolving, renewing, and achieving the state of digital flow and business continuum.