Why Digital Transformation Is All About People
Although technology plays a significant role in digital transformation, businesses need to note that these kinds of profound changes concern people. Digital transformation seeks to provide customers with improved customer service, help individual workers perform their tasks more effectively and conveniently, and facilitate a more satisfactory working experience for team members.
Here are three key reasons why digital transformation is really about people.
Individuals make connections. Instead of a computer, your client, your employee, and your vendor will still interact on a deeper level with another person. Your people can make a difference in enabling digital transformation and technology, not an intuitive computer. It boils down to improving the end-user experience. The key would never be able to replace people entirely with computers.
People are intuitive and imaginative. Machines are still a long way from reproducing the kinds of creative thought and insight that come from humans, at least at this stage. A job position such as an analyst appears to be computer-learned. Still, it takes human skills to collect insights and apply them to business principles and strategies when gathering data is ideal for a machine.
Why People Are Central
We see introducing a modern, physically separate business model — always very different from the density-driven business model. The earlier market models focused largely on consumers entering the business, and the metrics focused mainly on density per inch. For example, retailers will concentrate on in-store foot traffic; hospitality will consider room use; schools and universities will have students on-campus.
Initiatives of digital transformation also reshape procedures, working structures, work functions and cause redundancies in some jobs. As technology is used to help new business models and new operating ways, it is basically how individuals communicate with other individuals and their digital peers. In cross-functional teams, IT leaders very frequently find themselves employed. Naturally, when individuals doubt their involvement and think their jobs are at risk, they are likely to drive the measures back. If the entire company does not completely embrace the transition attempts, it isn’t easy to achieve.
At every point, people must be involved: exploration, creation, execution, and adoption. People-led and technology-enabled are successful digital transformation. Digitalization technologies are more than just concentrating on technology alone; they must give priority to people.
New Business Models Require New Skills
The Digital business transformation involves hybrid business models that have consequences for how businesses drive change and how results and success are evaluated. It is important to ensure that the organization has multi-skilled, cross-functional workers with an innovation mentality. Simultaneously, it is challenging to equip people with newer skill sets in a changing environment, mainly as workers work remotely and alongside their digital colleagues. Employees who would otherwise have learned some new skills from peers and mentors may find it more challenging to do so when they do not share a physical workspace. That’s why leaders must build learning opportunities and introduce less hierarchical business structures and cultivate a problem-solving mentality. In a fun and convenient environment, leaders, for example, can facilitate teamwork and professional training through the use of techniques such as gamified learning. And it’s essential to be enjoyable. Osterman Research’s study found that workers who found it fascinating 13 times more likely than those who saw it dull to say they influenced their thought. Companies such as McDonald’s, Deloitte, Nike, and other business leaders have used gamification tactics in their education.
Luckily, most of the team are probably up to the challenge. Another Forrester study found that to work alongside digital colleagues, almost 9 out of 10 knowledge staff were happy with the prospect of reskilling.
Initiating the change
Leaders must position people at the core of organizational change management to gain this new paradigm. Everyone in your business has a unique viewpoint on where and how progress needs to take place, and you will need processes that promote successful teamwork and collaboration to ensure that the best ideas come to the fore. You will also have to be sure that everyone involved in the organizational transition – including CIOs and everyone else in the C-suite – is prepared with the requisite expertise and skills to contribute positively.
Perhaps most importantly, digital transformation technologies depend much on the staff’s nature. You will have to develop a mindset of creativity that stretches beyond the C-suite and perhaps beyond boundaries. When workers understand why you want them to learn new skills and how their jobs can benefit from the initiative, it becomes much simpler to handle change.
How do you foster this kind of participation in your digital transformation process?
Perhaps most importantly, depending on the staff’s nature, you will have to develop a creative mindset that stretches beyond the C-suite and perhaps beyond boundaries. Once workers understand why they are expected to learn new skills and how their jobs can benefit from the initiative, improving management for everyone becomes much more comfortable.
Encourage more contact. Improved application-based collaboration platforms are among the digital transformation hallmarks, making it easier for workers to communicate inside the applications they’re already using. The face-to-face encounters that team members need to establish a strong working relationship can’t be replaced. Furthermore, to answer their questions and gain knowledge, some workers need more contact.
Articulate and share your vision. Your workers want to know why they work so hard, if it is worth it and how digital transformation affects their day-to-day work. If you want your team to be interested, you have to invest time in preparation.