Many things changed as a result of the pandemic, including some long-held beliefs about digital transformation. A customer-centric digital transformation plan that is driven by transparency and prioritizes employee satisfaction is built to succeed at any moment, regardless of external circumstances.
People are more aware of digital transformation now than they were before the COVID outbreak. Organizations all across the world quickly adjusted to the limitations of a digital environment as employees and consumers from every industry were forced inside. Digital connections increased as businesses discovered new methods to reach clients, interact with employees, and accomplish nearly everything else from a remote environment, despite being physically more isolated than ever.
The concept of top-down organizational change, however, isn’t new. It’s been around for decades as a natural reaction to technological and cultural advances. Though business leaders all around the world have attempted – and sometimes failed – to implement company-wide change, there is no one-size-fits-all solution.
Here are four long-held misconceptions about digital transformation that could stymie change strategy.
Teams are under immense pressure when it comes to digital transformation
The most difficult aspect of digital transformation is minimizing the effects of change inside teams. Frustration, fatigue, and indifference can reduce productivity, cause conflict between leaders and their teams, and increase attrition. Change, however does not have to be frustrating. Employees that are happier and more productive are the result of well-managed change programs.
Business leaders should allow transparency to drive the change effort in order to keep happy and healthy staff. Leaders should check in on their staff on a regular basis and try to understand their problems. Use one-on-one talks with employees at all levels to truly understand how to reduce stress, rather than merely ticking a box.
Outside expertise should lead the transformation
An executive who lacks a thorough understanding of how to carry out a digital transformation initiative may be tempted to seek help from an outside expert or consultancy service. Before they do so, they should examine whether an outside-in strategy is appropriate for their company.
Digital transformation initiatives that directly address the demands of customers and employees are the most effective. Leaders should incorporate surveys and questionnaires into their transformation planning process and use the results to drive their actions. Organizations that maintain a close relationship with their consumers and set goals based on their requirements are more likely to succeed in digital transformation.
Also Read: Making the Most of Digital Transformation
The latest technology is the best
There is no shortage of technologies that can help digital transformation initiatives, including cloud, IoT, AI/ML and augmented reality. Leaders may be tempted to incorporate the latest and greatest technologies into their change strategy, but they should first examine which technologies are appropriate for their specific business needs.
While AI automation may seem appealing to teams engaged in time-consuming data processing, if an enterprise does not currently have a cloud storage solution, they should consider that first. Business leaders should ensure they are not allocating resources on technologies that their company isn’t ready for. They run the danger of increasing tension and squandering time and energy on solutions that aren’t meant to help them do their jobs better.
It’s critical to wait until a company is ready to embark on its transformation journey
Businesses will have to wait an eternity if they wait for the perfect opportunity to begin their digital transformation. The workforce is in flux as a result of widespread resignation and on-going health and safety problems. Leaders who wait for the dust to settle may miss out on an opportunity to capitalize on a change that their organization desperately needs in order to prosper.