The influence of organisational learning in defining digital strategies within South African banks

Abstract

This study investigates the role of organizational learning (OL) in the formulation of digital strategies (DS) within the context of South African (SA) banks. It employs a qualitative approach and drawing upon a comprehensive literature review and empirical data collected from interviews with key stakeholders, the study examines the critical elements, challenges, and enablers inherent in integrating OL into DS formulation processes. The findings underscore the pivotal role of OL in shaping agile and responsive digital strategies that enable banks to navigate the dynamic digital landscape and drive sustainable growth. Key themes identified include the importance of clear organizational vision and strategic alignment, investment in talent development, cultivation of an agile and flexible organizational culture, and effective communication and knowledge-sharing practices. The study concludes by offering strategic recommendations for SA banks to enhance their digital capabilities and achieve strategic objectives through the effective integration of OL into DS formulation processes. Additionally, limitations encountered during the study are discussed, and suggestions for future research are presented