By Umme Sutarwala - November 08, 2021 4 mins read
The COVID-19 pandemic has accelerated many firms’ digital transformation efforts. In modern reality, which is characterized by hyper-connection and an ever-increasing consumption of online products and services, going digital is a must. Despite this, many people are still unable to grasp and apply the concept of going digital in everyday life.
According to a Red Hat survey, “2021 Global Tech Outlook” of firms around the world, 27% of businesses feel that cultural change is critical to the digital transformation process. However, just 6% of them have made this a key priority as they embark on their journey.
Some businesses have failed in their digital transformation efforts because they overlooked a critical ingredient in these times of change: the human factor.
The human factor, combined with an open culture, drives creativity by allowing everyone to openly express their opinions and ideas. The concept of trying something new, failing quickly, and recovering rapidly speeds up the development of new functionalities, products, and ideas.
Digital transformation is only possible if everyone in the company uses the new technology on a daily basis and recognizes its importance as a necessary tool to keep the business running. Working techniques must change, the team’s mission should be unified, and all members of the organization need to share a clear, common aim in order for this to happen.
When teams are diverse, cohesive, and passionate about the same goal, innovation and digital transformation can readily arise. When all members understand and correctly interact with the transformation process, with good acceptance and involvement in the process, a company can progressively see its style of working evolve with senior management backing and associate training. The change will flow organically from beginning to end if businesses give it a human touch and put people at the center of the strategy.
Here are some pointers to help leaders facilitate the major cultural change that digital transformation entails:
Many businesses struggle with digital transformation because they begin with large, complex projects. This can lead to opposition from those who are unable to embrace multiple major changes at the same time. Instead, businesses should consider a long-term strategy that starts small with a few changes, or a pilot program that focuses on specific teams to try something new.
Associates would typically focus and devote resources to activities that the C-suite deems important. They should request executive assistance for spreading the message throughout the organization and reinforcing the value of employee participation and collaboration during the digital transformation process.
It is critical to provide adequate training. It’s also crucial not to put too much pressure on associates to modify their working habits overnight. Businesses should make objectives clear, provide needed training, and give associates time to adjust to the changes. To avoid disengagement and resistance, businesses should take this technique. Instead, they will feel supported and more inclined to engage in the transformation as a result of this.
It’s not just about financial or technical indicators when it comes to assessing digital transformation efforts. Customer satisfaction, team involvement, and associate acceptance are all variables that should be considered by businesses. They should also look into other parts of the business and individuals, such as the number of skills developed to deal with new technology. This involves the perception of value and benefits added to the business, particularly in the organization’s less conventionally inventive layers.
Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
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