Action design research (ADR)

, 74, 89

build, intervene, evaluate

, 91

document learning

, 91

problem formulation

, 90–91

reflect and learn

, 91

Action research (AR)

, 75, 78–80, 87

Adaptive interfaces

, 46

Adhocracy

, 59, 60, 153

Algorithm wave

, 7–8

Anonymity

, 70

Asana

, 46

Augmentation wave

, 7–8

Autonomy wave

, 7–8

Basecamp

, 46

Canonical Action Research (CAR)

, 79

Change management digital tools

collaborative tools

, 176–178

digital leaders thoughts

, 181–182

digital platforms

, 173–174

employee communications

, 178–181

future

, 174–176, 182–185

talent market

, 176

work arrangements

, 176

Clan

, 59, 153

Collaboration

, 47–48

decision making

, 48–49

tools

, 46, 176–178

Collective intelligence

, 47

Competing values framework (CVF)

, 27, 43–44, 53

and OCAI

, 55–62

Component-based software development (CBSD)

, 53

Computational thinking capabilities

, 20

Constructive collaboration

, 25

Corporate culture

, 31

Crowdsourcing platforms

, 47, 48

Cultural alignment

, 25–26

Cultural realignment

, 56

Culture Acceleration Tool and Methodology (CATM)

, 5, 52, 53

action research (AR)

, 75, 78–80

architecture

, 54

community and groupings

, 104

culture change description

, 150–153

data description

, 134–135

deployment

, 128–129

design

, 55, 73–117

design research (DR)

, 75

design science

, 80–87

ease of learning

, 154

features and capabilities

, 91–94

group process requirements

, 101

measurements

, 102–104

Organisational Dominant BIE

, 94–98

organisation-wide culture survey

, 136–137

R3A

, 114

RS0

, 98–100

RS1

, 105–113

RS2

, 113–114

satisfaction

, 155

screenshots

, 129–130

survey participants

, 130–134

usefulness

, 154

validation

, 153–159

validity and reliability

, 135–136

Culture brainstorming tool

, 51–52

Culture change

, 31

barriers

, 30–36

CISCO

, 37–42

digital tools

, 45–47

eight steps

, 27–30

future

, 182–185

Culture conversations

, 47–48

Culture instruments

, 42–44

Decision rooms

anonymity

, 70

characteristics

, 68–69

group digital memory

, 70

parallel communication

, 70

process structure

, 70

process support

, 69

task structure

, 69

task support

, 69

Decision support

, 66

Deployment

, 128–129

Design research (DR)

, 75, 87

Design science

, 80–87

Design thinking

, 10

Digital brainstorming

, 62–68, 168–172

Digital leaders thoughts

, 181–182

Digital platforms

, 173–174

Digital skills training

, 20

Digital tools

collaborative decision making

, 48–49

culture change

, 45–47

culture acceleration

, 53–117

evaluation methods

, 115–117

structured process

, 49–51

Digital transformation

ability

, 20

capabilities

, 19–20

catalyst for change

, 21–22

change management capability

, 19

communication

, 20

computational thinking capabilities

, 20

culture

, 2–3

disruptive organisational change

, 1

future of jobs

, 9–13

Industry 4.0

, 5–9

innovative and adaptive thinking

, 21

leaders in

, 18

research

, 4–5

Singapore University of Technology and Design (SUTD)

, 4–5

visionary mindset

, 19

workforce planning

, 13–18

Disruptive organisational change

, 1

Distributed trust

, 6

Dropbox

, 46

Economist Intelligence Unit

, 11

Employee communications

, 178–181

Employee interest groups (EIGs)

, 156

Excessive turnover

, 34

Existing culture

, 31–32

Facebook

, 48, 65

File sharing platforms

, 46

FITLION

, 164

Google Drive

, 46

Group Decision Support System (GDSS)

, 48, 52, 53, 62–68

decision rooms

, 68–71

effective utilization

, 72

facilitators

, 72–73

technologies

, 73

usability

, 71

Group digital memory

, 70

Hierarchy

, 59

Hipchat

, 47

Humanities, Arts, and Social Sciences (HASS)

, 120–121

Ideation

, 86

Implementation

, 86

Industry 4.0

, 5–9

Innovation economy

, 9

Inspiration

, 86

IS Design Theory (ISDT)

, 82

Leadership

, 32

Microsoft

, 21

Multi-disciplinary focus

, 121

Netflix

, 21, 48

Open communication

, 47

Organisational change management

, 26–30

Organisational Culture Assessment Instrument (OCAI)

, 23–24, 53, 128–129, 135–136, 142, 146–148

competing values framework (CVF)

, 55–62

six dimensions of culture

, 60–61

used

, 61–62

Organisational leader

, 148

Organisation-wide culture survey

, 136–137

“Ornithine Cycle,” 77

Parallel communication

, 70

Participant profiles

, 132–133

Participation rates

, 131–132

Participatory discussion process

, 50

People and the Internet

, 6

PIER principle

, 88

Polling and ranking feature

, 71

Process losses

, 62

Process structure

, 70

Process support

, 69

Prototype evaluation

, 114

Psychological safety

, 34

R3A

, 114

RS0

, 98–100

RS1

, 105–113

RS2

, 113–114

Senior management

, 137–138, 148

Shared perceptions

, 24

Sharing economy

, 6

Singapore University of Technology and Design (SUTD)

, 4–5

awards

, 155

CATM deployment

, 128–129

desired culture

, 143

dimensions

, 146–150

faculty

, 140

Humanities, Arts, and Social Sciences (HASS)

, 120–125

phase 1

, 125–126

problems

, 126–127

regions perception

, 144–146

senior management

, 137–139

student employment

, 160–162

students

, 140–142

survey participants

, 130–134

vision and design

, 122–123

Skills Future Singapore (SSG)

, 12

Slace

, 47

Social lubrication

, 155–156

Social platforms

, 46, 47

Staff

, 139

Staff newsletter

, 156

Students

, 140–141

Talent market

, 176

Tan Tse Yong

, 163–172

Task structure

, 69

Task support

, 69

Town hall gatherings

, 156

Training providers

, 13

Virtual collaboration

, 9

Wearable technology

, 46

Wikis

, 46

Workforce planning

, 13–18

Yammer

, 47