The human to the rescue of the digital

Faced with the imperative of digital transformation, companies no longer hesitate to invest massively in cutting-edge technologies. But finally, a few years later, a significant number of them are disappointed by the results obtained. How to explain this dissatisfaction? To succeed in your digital transformation, the only implementation of specific technologies is not enough. It is necessary to combine it with the right business strategy, to feed it with technological catalysts and, above all, to include the “human factor” in order to succeed in placing inter-team collaboration at its heart.

A successful digital transformation is not only a matter of applications or technologies. Organizations must now agree to change the paradigm by integrating all of their teams into a common project, push back the limits, and thus project themselves into the creation of new digital frontiers. In the “all-digital” era, pioneering organizations will stand out with a strategy in which the human being imposes itself on technology.

Technology alone does not guarantee success

The period of evangelization in favor of a digital transition is well and truly over. Companies have now understood the value and interest of advanced technologies. They no longer hesitate to invest in Big Data, cybersecurity, AI, automation…

However, according to McKinsey [1], 70% of digital transformation projects do not bring the expected benefits. A Forbes Insights study points out that 75% of senior executives say they are still waiting to derive tangible benefit from these technologies, which they sometimes perceive as “disruptive”. They are not mistaken: they are. It is still necessary that the disruptions it brings are well oriented, then well “metabolized” by the whole company. It is not enough to disturb, therefore to break the balances that work, for the disturbance to be positive and bear the expected fruits.

AI is a particularly striking example. According to a joint BCG-MIT study[2]only 10% of companies manage to reap financial benefits from its deployment.
And for good reason. The fundamental mistake is to think that the selection and implementation of a technological solution will alone enable you to achieve your strategic objectives more quickly and capture new market shares.

Adding the solutions is not a strategy as such. Thus, Deloitte underlines in a study: “when all organizations are digital, any strategy must be a digital strategy; strategy will be the differentiating factor”.

To have a vision built solely on financial gains and productivity is ultimately to miss out on all the opportunities that open up to companies in this context: sustainable innovation, sustainable growth, agile development, etc., so many benefits worth considering.

To succeed in your digital transformation, it is therefore essential to broaden your vision and be able to project yourself into new frontiers. It is more than ever essential to adopt a holistic approach where the human factor is central.

adopt a book

Without forgetting the implementation of dynamic synergies between commercial forces and technological catalysts. Co-construction and collaboration with what is called “the profession” is now the essential factor for the successful digitization of your business. Here again, without taking the human factor into account, no success can be complete.

A digital transformation rooted in people: the new frontier

Successful digital transformation projects demonstrate an elegant, harmonious and interdependent interaction between technology and people.

María López, Business Consultant at Prodware

One element alone cannot succeed without the other. This is why the human factor must now be considered as the starting point of any digital transformation strategy to push back these new frontiers.
The latter should no longer just be a question of management and IT teams. The corporate culture must be oriented in this direction to establish solid foundations and obtain concrete results that will unite the entire company around a clear project. Thus, an inclusive process built around workshops to initiate and establish cross-functional and cross-functional collaboration is often an excellent starting point.

In any case, silo effects should be avoided. Multidisciplinarity and communication are therefore respectively queen and princess. These are the ones that will ultimately allow a complete analysis of motivations, “pain points”, expectations but also and above all of everyone’s requirements with the aim of maximizing alignment.

It is precisely the establishment of a constructive collaboration that will avoid at the end of the chain and once the solution has been deployed, having to waste time and energy in the implementation of a change strategy. .

We must no longer seek to modify the human factor. It is infinitely more productive to integrate it from the start into the strategy. It is in this precise point that the real innovation lies, the one that moves the lines.

Identify and measure the consequences

Can we really hope to succeed in our digital transformation in this way? The first figures from companies that have successfully deployed AI on a large scale prove it. The organizations that perform the most do not hesitate to reverse the proportions usually linked to investments. They adopt a budget for employees that is twice that allocated to technology.

This success also involves opening up the technological problems of the teams usually assigned to their treatment, and integrating them into precise and quantifiable business objectives. It also requires being able to identify the issues and possible impacts, both on the business and on the technology.

Cybersecurity, for example, according to BCG [3], “is not a technological project. It is a business project with a strong technological component; it must be considered holistically to support in-depth organizational and business changes”. Another example: a McKinsey study [4] foresees that around 30% of the tasks of 60% of the jobs can be automated in the near future.

This new approach therefore necessarily involves supporting the human factor in adapting to new work frontiers. As such, training and constant development of in-house skills are essential to hope to implement sustainable growth and a long-lasting innovation strategy.

Author: Maria LopezBusiness Consultant at Prodware

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[1] https://www.mckinsey.com/business-functions/rts/our-insights/mind-sets-matter-in-transformations-a-conversation-with-jon-garcia
[2] https://web-assets.bcg.com/f1/79/cf4f7dce459686cfee20edf3117c/mit-bcg-expanding-ai-impact-with-organizational-learning-oct-2020.pdf
[3] https://web-assets.bcg.com/f1/79/cf4f7dce459686cfee20edf3117c/mit-bcg-expanding-ai-impact-with-organizational-learning-oct-2020.pdf
[4] https://www.mckinsey.com/business-functions/rts/our-insights/mind-sets-matter-in-transformations-a-conversation-with-jon-garcia

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