D-Day — Embracing Digital Transformation as an organisation
What if you are more digital than your oganisation? Then, you are spot-on with your instinct that there is a lot of potential and value you can add to the organization. Most likely, you will be faced with a tall wall of change management. At the heart of this change is the digital transformation.
What does that mean? Imagine you tell your (grand) father to use a smartphone — picture an 85 year old man. He will be interested — he likes you after all — but skeptical all the way. And hasn’t he earned the right to not make things anymore complicated at this period in his life?
All industries and companies are faced with digital transformation to some extent today. Covid has emphasized this need and fast-tracked it. Those who were not prepared have fallen behind or had to abruptly close their doors. Speed of adaption and change more than ever before has become crucial to succeed.
What I have learned is that there is a difference in why some companies and their leaders are successful in this dynamic drift of business: they are flexible in thought, quick decision makers, engage an agile culture, act swiftly and support their operational teams in a way that allows them to keep up with the high-speed digital road. Coming from an (old economy) industry where product development takes years, the speed of digital implementation and creation can be both engaging and enlightening as much as overwhelming and difficult to change for people and leaders at the same.
In a recent article on digital transformation, Korn Ferry mentions, “Despite the fact that 96% of organizations see digital transformation as critical or important, 75% of them are “not very confident” in their ability to execute a digital transformation — and 84% of executives believe that their organizations do not have the skills and capabilities to deliver on their digital ambition. The reality is that the new world moves at lightning speed and to compete in this world, organizations need to think fast, decide fast, execute fast, fail fast, learn fast, and scale fast. And doing so, is not about simply introducing digital technologies — it requires seismic change in how organizations structure, lead, attract, develop, and engage their people.” I could not have said it better myself.
The crucial element companies and leaders alike must focus on for a successful digital transformation are the people and their willingness to change.
A recent study from of MIT and Deloitte confirms this fact and states that the main differentiator for successful digital transformation is the organizational culture of its people embracing change.
Now, what does that mean? How can you create a culture of change and find leaders that embrace this? You start with a (digital) roadmap, a vision, simple and easy to understand. You find the digital change manager, the influencer in each function of the organization because transforming to digital is every functions job — not only IT. So who is translating that roadmap for HR, operations, supply chain, marketing, sales? Find the main supporters, influencers (that grandpa of all) and make them see the value of this (or like you) so that all others can follow.
Communicate visibly and think in outcomes. What KPIs will the digital process replace or show — what optimized process will come from it? Essentially people need to get trained and familiar with the systems and technology implemented, changing behaviors and habits one-step at a time. We need to make it “safe” for employees of all ages and experiences to get comfortable with going digital.
At the same time, we must remember to see the importance of the bigger picture: digital technology is not the enemy, but rather a savior in the new normal for organizations to survive external shocks like covid19 has shown. Welcome to a new era of agility, a change embracing culture enabling digital transformation in the old economy. And remember: people make all the difference. So, you better set up that phone for your (grand)dad!
