digital transformation

Another look at digital transformation

In these times we read numerous articles with apocalyptic messages about the digital transformation: transform or disappear.

But… what does this transformation mean and why the urgency? And how can companies and organizations adapt and transform in time?

How can companies and organizations adapt and transform in time?

As a first step, it is important to highlight that digital transformation is nothing more than a new name to generate strategies against a factor that has always been present in the lives of organizations and people: the changes in the environment that drastically affect their future and even imminently the present.

In the Middle Ages, the privileged world of the scribes was devastated by the appearance of Gutenberg's movable-type press. The first mail companies were hit at the end of the XNUMXth century by the emergence of interconnected telephone networks (Bell System) and then at the end of the XNUMXth century by the widespread use of email.

Along the history, there have been players who have been able to cope with the changes, understand them and transform in time to reinvent themselves within the same category or even mutating and migrating to new areas.

Some have done so gradually, as they were open to reading the cues from their environment. These organizations gradually modified their behavior, guided by their directors and by the internal culture, exploring new territories and betting on innovating outside their comfort zone.

Others have delayed their transformation and they have done so only when pressure from new competitors (often from different industries) has forced them by threatening their existence in their native markets.

But there have also been numerous cases of organizations that have failed to resist change by not questioning their organizational dogmas and beliefs, because innovation led them to cannibalize their most successful and economically profitable products and services.

This resistance to change, an inherent human factor, can have devastating effects on companies and organizations regardless of size or relative market position.

Kodak repeatedly stopped internal initiatives for innovative developments regarding digital photos and platforms to share them, because it threatened its main source of income: the sale of rolls and printing paper for analog photos.

But to the changes and historical tensions of the evolution of knowledge, an additional factor must be added: the dizzying acceleration enabled by new cloud-based technologies. Thanks to these technologies, anyone with the right knowledge and attitudes, coupled with a credit card and an internet connection, can quickly validate a business idea to reach markets globally and transform entire industries with unprecedented speed.

Therefore, many industries are strongly pressured by cross-cutting changes from new digital native players, which do not have the bureaucracy or the immobilization of capital and inventories that condition them.

This threat is precisely what drives traditional companies and organizations, with bureaucratic practices and "from another era" towards the forced digital transformation

Regardless of the changes in the technologies of each organization (either replacement of technological equipment and services), The key to successfully address this transformation is the training of its own members.

The key to successfully addressing digital transformation is the training of its own members.

It is essential to work on the transformation of the members of the organization, at all levels, to create an organizational culture open to permanent innovation and with a critical spirit that allows for timely adaptation.

In this framework, one of the key elements has to do with an adequate strategy for training and managing the knowledge of the work team. Beyond the many professional training platforms and technologies available today, It is essential to create a strategic training plan that identifies the key skills that employees must possess, identify knowledge gaps (gaps) and carry out programs (learning paths) to reach the objective.

Once the entire team of the organization is at the frontier of knowledge, the organization will have a powerhouse that generates ideas and new methods of doing things that will allow it to build its own future.

Paradoxically, all organizations (regardless of their size) have the possibility to outline and implement professional training strategies using cloud-based technological tools, which allows them to be more efficient and effective in transforming their teams and their organizational culture.

What do you think? What areas of training do you consider a priority to generate a culture open to change? I'd love to hear your thoughts in the comments.

 

Esteban

Director de aulasneo

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