Is your company (really) ready for digital transformation?

Is your company (really) ready for digital transformation?

Kingdoms have been built and others have fallen in the era of digital revolution. Business models are swaying. Corporate organisation is changing. New work methods are upsetting rooted practices. Why do some structures surf effortlessly on the digital wave while others are struggling to adjust? Change management in a time of digital transformation simply cannot afford to ignore the culture that reigns in a company and in each work team. Employees’digital agility potential can only come into its own if there is a clear emphasis on sharing, free expression and cooperation. An essential value that makes the difference in companies that bounce back, is the ability to change and encourage change in those around you.

Digital technology is causing strongholds to teeter

Who would have thought that the SNCF would one day tremble at the sight of a car-pooling start-up named Blablacar? Or that Uber taxis would revolutionise an entire economic sector on a global scale through smartphones? Would have expected that major hotel chains would fear Airbnb, an accommodation rental website between private individuals? Yesterday’s successful business models now have to compete with new approaches. Digital tools and pooling practices between consumers are creating new markets in areas that looked like well guarded hunting grounds until recently. And Internet giants who took a lion share in a matter of a few years are now also able to change the game in a sector with billions invested and a well established strategy. No company remains unaffected by this tidal wave. The aim is to reposition, and sometimes transform completely, in world that has become digital for good.

Digital technology causing havoc in work organisation and customer experience

With uninterrupted access to the Internet and an increasing number of information channels in a company, traditional codes are being upended. Pyramidal and hierarchical methods are being questioned in favour of growing interactivity and immediate response. Professional legitimacy is no longer based on seniority, title or even intelligence, but on the ability to respond to demands, go forward, and find solutions in a world that is moving continuously and faster by the day. The customer experience has also been scrambled with consumers who are able to question brands on social networks and challenge the answers they get from customer service, thanks to their own research or backed by an entire online support community.

Digital maturity cannot be decreed

Considering the level of equipment in tablets and smartphones among individuals, the growing use of private and professional social networks, and the growing habit of looking on the Internet before deciding or buying anything, it is rarely a lack of competence among employees that obstructs a company’s digital transformation. The challenge is first of all to understand why this new form of agility is not developing as fast within the company. Traditional organisational models must take on
the challenge to adopt the codes of a digital world: information sharing, free expression, investment in joint projects that make sense, and ongoing change management…

Digital agility: key behaviours that need to be detected

In order to understand why employees are hesitant to go on corporate social networks or for what reasons digital training offers do not always get the expected number of clicks, we need to look at key behaviours that open the way to digital transformation in a company. To organise work practices in a digital era, knowing what to do is not enough: you must be a driver of change in practices and mentalities at all levels of the company. Diversity, transparency, creativity, trust, meaning
and cooperation are the new catalysts of joint success. At a time when it is crucial to find, draw, retain and motivate talented people, understanding this digital agility has become vital. We will give you the tools to do this right from the beginning of 2015.

Nadia Nardonnet, Managing Director, PerformanSe

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