Man to save the digital

Given the need for digital transformation, companies no longer hesitate to invest heavily in cutting-edge technologies. But finally, a few years later, a significant number of them are disappointed with the results achieved. How can this dissatisfaction be explained? In order to successfully master your digital transformation, the sole 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 successfully focus cross-team collaboration.

A successful digital transformation is not just a question of applications or technologies. Businesses must now agree to shift the paradigm by bringing all their teams together on a common project, pushing the boundaries and thus projecting themselves into creating new digital frontiers. In the “all-digital” era, pioneering organizations will stand out with a strategy where people override technology.

Technology alone does not guarantee success

1111 Quotes from Strategy, Marketing, Communication, by Serge-Henri Saint-Michel

The time of evangelization in favor of digital change is finally over. Businesses now understand the value and interest of advanced technology. 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 study by Forbes Insights points out that 75% of senior executives say they are still waiting to reap tangible benefits from these technologies, which they sometimes perceive as “disruptive.” You are not wrong: it is you. It is still necessary for the disruptions it brings to be well targeted and then well “metabolized” by the entire organization. It is not enough to disrupt, i.e. to break the working balance, for the disruption 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 derive financial benefits from the deployment.
And for a good reason. The fundamental mistake is to think that simply choosing and implementing a technological solution will allow you to achieve your strategic goals faster and conquer new market shares.

Adding the solutions is not a strategy as such. As Deloitte emphasizes in a study: “If all organizations are digital, every strategy must be a digital strategy; Strategy will be the differentiating factor”.

Ultimately, having a vision based solely on financial gains and productivity means missing out on all the opportunities that companies open up in this context: sustainable innovation, sustainable growth, agile development, etc., so many benefits worth to be considered.

Expanding your vision and being able to project yourself to new frontiers is therefore essential to succeed in your digital transformation. More than ever, it is important to take a holistic approach that focuses on the human factor.

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Without forgetting the implementation of dynamic synergies between commercial forces and technological catalysts. Co-construction and cooperation with the so-called “profession” is today the essential factor for the successful digitization of your company. Again, no success can be complete without considering the human factor.

A digital transformation rooted in people: the new frontier

Successful digital transformation projects demonstrate an elegant, harmonious and interdependent interplay of technology and people.

María López, business consultant at Prodware

One element alone cannot succeed without the other. For this reason, the human factor must now be considered as the starting point of any digital transformation strategy to push these new frontiers.
The latter should no longer just be a question of management and IT teams. The corporate culture must be aligned in this direction in order to create solid foundations and achieve concrete results that unite the entire company around a clear project. Therefore, an inclusive process 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 queen and princess. Ultimately, these enable a complete analysis of the motivations, “pain points”, expectations but also and above all the requirements of everyone with the aim of maximum alignment.

Especially the development of a constructive cooperation avoids wasting time and energy in the implementation of a change strategy at the end of the chain and after the solution has been implemented.

We must stop trying to modify the human factor. It’s infinitely more productive to build it into strategy from the start. This is exactly where the real innovation that moves the lines lies.

Identify and measure the consequences

Can we really hope that our digital transformation will succeed in this way? This is proven by the first figures from companies that have successfully used AI on a large scale. The best-performing organizations do not hesitate to reverse the proportions normally associated with investments. They decide on a budget for employees that is double that for technology.

This success also includes unlocking the technological problems of the teams normally charged with solving them and integrating them into precise and quantifiable business objectives. It also requires identifying the issues and potential impacts on both business and technology.

Cyber ​​security, for example, according to BCG [3], “is not a technological project. It is a business project with a strong technological component; it needs to be viewed holistically to support deep organizational and business change.” Another example: a McKinsey study [4] predicts that around 30% of tasks in 60% of jobs can be automated in the near future.

This new approach therefore necessarily involves supporting the human factor in adapting to new working boundaries. Therefore, training and the constant development of internal skills are essential to be able to implement sustainable growth and a long-term innovation strategy.

Author: Maria LopezManagement consultant at Prodware



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