Keys to a successful digital transformation
The journey of digital transformation is something that goes beyond “the business making” as we know it.
We are all witnessing the drastic change that has taken place around the world, as the experience of pandemic Covid- 19. Until the whole world was shut down, our attention exceeded its limits on the great importance of digital transformation.
Digital transformation has been a journey we have all been preparing for and a transformation from which visible and immediate results are expected.
To achieve real change and remain important, the digital future of our business needs to be constantly rethought, re-imagined and reinvented. If IT strategy doesn’t drive our business strategy, then we are likely to get lost.
Here are 5 elements we consider the most effective leads to a successful digital transformation:
Having the right leaders
During a digital transformation change occurs at all levels, especially when it comes to talent and capabilities. Many people state that the top teams in their companies shifted during the transformation, most specifically, when new members who are familiar with emerging technology joined the team.
The addition of such a leader is indeed one of the keys to successful transformation. So is the engagement of transformation-specific roles — namely, the leaders of individual initiatives and the program-management or transformation office leaders who are dedicated to the change effort in full time.
Another key to success is dedication to leadership. If people in key positions are more involved in a digital transformation than they were in previous change efforts, the effectiveness of a transformation is more likely.
Different research results indicate that when companies achieve transformation success, they are more likely to have certain digital-savvy leaders in place.
Developing talents – building the workforce of the future
Developing talent and skills throughout the organization—a fundamental action for traditional transformations—is one of the most important factors for success in a digital change effort. Three of our keys to success relate to the workforce’s digital capabilities. First is redefining individuals’ roles and responsibilities so they align with a transformation’s goals, which can help clarify the roles and capabilities the organization needs. It is more likely to report a successful digital transformation when this practice is in place.
Other keys relate to the fact that there should be a potential bridge between the traditional and digital parts of the business. Integrators and technology-innovation managers are in the role of affording this bridge and help foster stronger internal capabilities among colleagues.
Integrators are workers who convert and incorporate into current ways of operating new emerging methods and processes. Since they usually have business expertise and recognize the technological complexities and market opportunities of emerging technology as well, integrators are well prepared to combine the business’ traditional and emerging pieces.
Technology-innovation managers, for their part, possess specialist technological skills and lead work on a company’s digital innovations.
Besides these three pillars to success, we believe that businesses with winning transitions have a more comprehensive and better financial approach to talent than others. Transformation is successful when organizations have invested the right amount in digital talent.
Performance is even more likely when companies improve planning and skill growth for their employees.
For example , people report positive transitions when their businesses set recruiting targets that are cross-functional or enterprise-wide based on different skill needs.
Inspiring employees to adopt new ways of working
Digital transformations require cultural and behavioral changes like calculated risk taking, increased collaboration and customer centricity.
Strengthening new habits and working practices through structured processes has long proven to be an activity that promotes organizational change. Another related key to positive change is the development of new forms of working practices.
Employees who claim their companies have developed at least one new way of operating, such as continuous learning or open work environments, are more likely to report positive changes as part of their initiatives for change than others.
Giving employees a say on where digitization can and should be taken is a very positive step that we would recommend. When employees generate their own ideas on where digitization could help the company, reporting a success is more likely.
Another approach to a successful transformation and empowering workers is ensuring that people in key roles play parts in reinforcing change. Success depends on both senior leaders and those engaged during the transformation.
One important aspect is to allow workers to question traditional ways of doing business. This is more likely to show performance for workers who say their senior leaders and the people involved in transformation-specific positions do this.
Another success factor relates to taking risks. Success is more likely when senior leaders and leaders involved in transformation are all motivating workers to experiment with innovative ideas by rapid prototyping and learning from their mistakes.
A third key to success is people in key positions who ensure their own teams collaborate alongside others while working on transitions. If workers tell that to their senior leaders and others in transformation-related positions, they ‘re more likely to experience progress than others.
Upgrading daily digital tools
Digitizing technologies and systems should promote productivity so that companies should inspire workers to function in different ways.
When the transformation started, we asked workers about institutional improvements their organizations had made.
Three of these improvements – each involving the use of digital technologies a new corporate practice – have emerged as essential to success.
The first element is the use of digital technologies to make information more available across the enterprise, providing a successful transformation.
The second is the implementation of digital self-serve tools for staff, business partners or all groups to use; when companies do so, transition progress is twice as likely.
The third key is modifying standard operating procedures to include new technologies. Beyond these factors, an increase in data-based decision making and in the visible use of interactive tools can also make the process more successful.
Finding the right way to communicate through traditional and digital methods
During a digital transformation, consistent communication is important. More specifically, one key to success is to communicate a story of change that helps employees understand where the organization is heading, why it is changing, and why the changes are important.
An effective transformation is more likely at organizations which adopt this method. A second key is senior leaders who promote a sense of urgency to bring about improvements in the transition within their departments, a practice where effective communication is crucial.
When communicating change stories, successful organizations tend to relay a richer story than others do. The elements with the greatest influence on success are clear targets for organizations’ key performance indicators and clear communication of the transformation’s timeline.
Using remote and digital media to communicate the vision of the transition does a far better job than in-person or conventional networks promoting success. If senior managers and members of projects use emerging digital platforms to access staff remotely, the performance rate is higher.
- Create an inspiring workplace!
If a company has already started a digital transformation or not, it is crucial for all organizations to think critically about how, in the near and longer term, digitization will impact their businesses, and the skills they would need to retain. One important move is to establish consistent workforce plans for companies to help assess the digital skills and resources they already have and will need to achieve their potential goals.
- Build up the company’s connection.
Considering that technology needs new ways of working as well as improvements in the overall culture of the company, workers need to be motivated to work differently to keep up with the faster market speed. Leaders still have vital positions to play by letting go of old habits (for example, command-and – control oversight). Since not all leaders would have the expertise to endorse or adopt these changes, dedicated leadership-development initiatives may help both leaders and workers make the required adjustments in mindsets and behaviors.
- The way you communicate matters!
Good communication has always been a key success factor in traditional change efforts, and in a digital transformation, it is equally important. Organizations need to become more innovative with the tools they use in a digital environment to allow the fresh, quicker ways of working and the speedier changes in attitude and actions that a digital transformation needs. One shift is to move away from traditional channels that promote only one-way communication (for example, company-wide emails) and toward more collaborative networks (such as internal social media) that allow for open discussion around the organization. Another path to effective communication is to create more concise and shorter messages for the employees rather than longer communications.
Turning Possibilities into Realities
At Kutia, we developed a lifecycle approach to performing and transforming technology. Our new reality requires even faster transformation and realized business outcomes. We support you through the entire solution lifecycle. Our new world requires even faster transformation and realized business outcomes, turning your possibilities into realities.