Digital Transformation has been in our vocabularies for many years now. However, when we try to define it, we still cannot find a consensus about what it means. It is one of those concepts that seem incredibly obvious and clear, but when it comes to explaining it, we can’t find an adequate or even unique definition to characterise it.
Intuitively it is very strongly associated with the latest in technological development. Concepts such as Artificial Intelligence, Deep Learning, Machine Learning, Big Data, Robots and others, are the ones that monopolise this topic of conversation and debate, however, it seems to me that it is precisely this strong focus on them that in many cases, hinders and delays the digital transformation in companies.
In any case, we can count on elements of this path that, without being a definition, allow us to work in a way that generates the right path:
• People
• Technology
We will assume that there is already a strategy in the organisation, which should be the guideline for operational and commercial activities, both in the immediate order and in the medium and long term.
Since technology is just dead gadgets without people behind them, the most important thing is people, and in this order of ideas we must start by empowering and generating a human group that is ideal to achieve the objective.
Anyway, technology must be the right one, regardless of whether it is traditional, cutting-edge or fashionable. In fact, we must avoid the temptation to follow technological fads, as they are a serious risk not only for the digital transformation but also for the long-term viability of our company. But this particular point is a subject for its own article.
People.
Returning, and following the order of ideas I have been writing about, the first thing we must do is to worry about two things, if possible even before we decide to make technical developments or buy technology. First, we must focus on building an organisational structure that is capable of supporting and contributing to the strategic objectives of our organisation. In this sense, while there may be exceptions, we should avoid at all costs having a structure designed to support systems or technology. It would be like a general practitioner buying state-of-the-art equipment specialised for neurological issues and then wanting to use it on each and every one of his patients, even if their problem is just a sprain. We must focus on understanding what our patient is, which is the people who belong to our company, which must have clear strategic objectives, and then see what technology should go with it. It may be that a simple bandage is the solution.
We must also be concerned about what we could call ‘Digital Culture’. With the accelerated progress we are experiencing today, it is very easy for two things to happen: misunderstanding of technology and, as a consequence, exclusion within our organisation.
The omnipresent social networks, and the massive access to any source of information, beyond helping us to raise the general knowledge of the available technologies, is causing the exclusion of those who cannot keep up with the pace or because, on the contrary, they absorb whatever they receive without discriminating, being a source of amplification of misconceptions and myths. We must take care to mitigate both situations in order to generate a healthy climate within the business that will allow us to have a common basis of digital culture, which will allow us to set the right expectations, without exaggerations or fads. At the same time, it will bring the common user closer to the correct technical language, and establish a basis on which to start working. Without this, there can be major imbalances that can quickly lead to failure.
Technology.
Although we must be constantly aware of current technological trends and emerging or cutting- edge technology as it appears, we must be very careful not to give in to technological fads that appear from time to time. Solutions for everything or solutions that can be applied to everything DO NOT EXIST.
We must understand that technology is the means and not the end. Although this phrase has been repeated ad nauseam in different ways, we continue in our inner selves to think that our mission within an organisation is to keep up to date and on top of existing technology.
This is a mistake, in my view our mission in any organisation is not to be the implementers of new technology. Rather, it is one that is written simply but which brings with it much stronger and more complex challenges: To make the User work better.
With this simple mission in mind, we will be able to discern whether what we need is a sophisticated quantum device to diagnose neurological diseases, or a simple bandage. Another way of looking at it is that the best solution is neither the most modern nor the most expensive, simply the best solution is THE ONE THAT WORKS, and sometimes it is not even technical.
In short, for there to be a real permanent Digital Transformation, we must have the mission and vision of the organisation in which we work tattooed on our skin, and full clarity of the strategy that has been set. If there is not, we must push for it to happen.
We must be very clear that this is about people, as any organisation starts and ends with them. So the IT team must be organised to meet the business objectives first and foremost and then look at the right technology for it. On the other hand, people outside the technology area are the most important part of the organisation, so we must be concerned that there is no lag in their understanding of common digital issues, as well as constantly debunking myths and misconceptions.
Finally, we must be clear that the best solution is the one that works, not the trendiest or most modern. Legacy technology should not be undervalued, remembering that at the time it was also cutting edge technology.
