While all firms are rich in data, only some are rich in insight.Find out more about why you’re wasting time with digital transformation … unless you understand the “why”.
Change is more likely to be embraced by employees who feel that their talent is a contributor to transformation process and who feel empowered to make a difference.
They don’t need to know how the technology works but rather how to use it, why it’s important and how to champion it.
This is the reason why your digital transformation strategy must start with, and run alongside, a mutually supportive Human Resources strategy.HR is in a unique position. It is the only part of the organisation with a transversal perspective, able to see the bigger picture of technological change and communicate its business and personal value. HR can appoint business-to-technology change agents, monitor the `people pulse’ through the user-acceptance phase and mitigate the risks. It can facilitate open communication, carry out a capable assessment of company culture and competencies, and marry technological requirements with the overarching business goal. Read more about 5 ways your HR strategy may allow technological deployments to fail.
Creative digital thinkers are already within your organisation, operating at all levels.Successful transformation means getting them involved in the change process. Opening flexible, cross-functional communication channels gives these digital influencers the power to help others catch the bug of agile processes and transformative technologies. Listening and learning, sharing ideas across organisational silos not only unlocks latent talent, it arms both leaders and employees with the inspiration to come up with innovative ideas and approaches to creating business advantage.
When you have people joining forces cross-functionally, figuring it out as they go, they will better understand each other’s challenges and capabilities.To drive change forward, there needs to be maximum reach for new ideas and new ways of working. Bringing the customer into the heart of the organisation, through community outreach and 2-way communication, is key to discovering where an organisation needs to go and how a digital transformation programme can deliver that shared and desired outcome.
Experimentation, testing and the encouragement of feedback are powerful drivers for constant transformation.While you should celebrate even minor successes, it is the failures that provide the real chance to learn. Each failure becomes a starting point for the next success. Digital transformation is, without a doubt, one of the leading challenges facing business today – but it also offers unparalleled opportunities, with advantages for both business and society. Ask us how we can bring value to your plans for your digital transformation programme. Ben Hart is a strategist and thought leader with a track record of success in growing digital businesses and helping brands and organisations realise the potential available to them in a world increasingly full of change.