Seite - 154 - in Digital Entrepreneurship - Impact on Business and Society

5.8 Values andMindset of theDigital Leader Final interesting and relevant topics thatwere discussedwere related to the values andmindset of the leader in the digital transformation process. The answers again gave proof to the ideas expressed by several authorswhohave analysed the digital leaders’ activities and principles (e.g. Kaganer et al. 2013; Becerra 2017; Dubey 2019; Khalid et al. 2018). The values were expressed in the best way throughM. H.’s views how tomeasure success and what are the principles behind decisions that aremade in the university.Working together on the commonpurpose, sharing ideas and informationwas repeated several times, also the ideashow to support our students in the best way and even why is it important to help others in the same field. According toM.H.: ‘… values…mainly how tomake people do things that are needed, make sense and get agreements that we are going to achieve these together…ourmain successmeasurement is the numberhowmanypersons donot leave the university after graduation, but come back for different courses and events, keeping in touchwithus… thisalso shows that theyare interestedandwant to learnmore…and sowecanoffer specialmodules, atmultiple levels… (it’s not yet) not so acknowledgeable, but our main purpose should really be to help stu- dents…andwhendoing thingswell,moneywill follow, it’s the result… (we have also to consider)…availability is not only the privilege ofwealthy…wecanhelp our students to get the best on the market… and when doing something and creating something, helping also the others, sharing information and best prac- tices, helping the others to succeed aswell (is important)… as the goldsmiths are all on the same street, when everyone succeeds, then all will be successful… (and ourmainpurpose is)…towakeup the 21 century persons, andmake themvaluing themselves, so that also the others will benefit from it’. All these ideas were something that I really liked tohear andnowhope that these values (e.g.Kooskora 2012, 2013; BBVA 2012) will start playing even bigger role in the university’s activities aswell. To conclude this case study, it is just one example how digitalisation transfor- mation is lead inoneEstonianprivateuniversity. It highlights somemost important aspects and showswhat are the ideas and thoughts behind decisionsmade during the process and emphasises the role of entrepreneurialmindset. It attempts to look andmake sense of the choices that the digital leader hasmade, not to generalise to other universities in Estonia nor anywhere else, but to advance theory and con- ceptualisation. Although all cases are different depending on the environment and certain situationsaswell as concretepersons, theirviewsandvalues, this case study still presents some certain aspects and patterns that can be also considered char- acteristic for the twenty-first century organisations. Turning the head towards the customers, hearing their voice, considering the needs and expectations of different stakeholders, involving own organisation’s members in the process, leading them by shared vision and telling stories, creating the supportive environment and encouraging entrepreneurial atmosphere, empowering people and valuing their skills are just some of these. Formulating the overall purpose to help their cus- tomers, understanding that right and good activitiesmake themoney to followand The Role of an Entrepreneurial Mindset… 159