The digital transformation starts at the top ... or fails

Those who know me know I'm not an expert on digital processing, my business scope is around branding, both personal and corporate. But we could say that I have witnessed the introduction of several digital transformation processes, It is allowing me to target a reality that can be painful for many companies:

If the digital transformation does not begin with the management staff of the company, the thing does not go well

The company, through its reponsables IT, Marketing y RR.HH. or general management decides to launch a process of digital transformation. Sometimes they do this by analytical factors and competition, sometimes because it has the neighbor (competitor) and we shall not be less. It is important to internalize what the digital transformation, and take into account not just about skills but a different way of doing things. I strongly agree with the three key areas of the digital transformation that defines McKinsey:

  • Value creation in the new frontiers of business world
  • Value creation processes that implement the vision of customer experiences
  • Development of new skills that enhance organizational structure

The beginning

the search process starts, the company will lead the implementation and training process is chosen, often with a significant cost impact: Imagine for example that an internal corporate network is implemented: although there are content management modules (Yammer…) the costs of adaptation and implementation for a business that has various ranges of products and services are high.

Lack of mindset

One of the problems facing this type of process is often time of implantation until their regularization is long, and therefore process benefits slow to perceive, often causing complaints anti-change (that there, and many). The cause of the slowness of these processes is to be carried out without prior phase mindset (mentalisation) that prepares managers and other professionals for digital change management.

Lack of training

There are many companies that provide a system of effective and regular training, facilitating the implementation of processes, but unfortunately a large majority see the training needed to adapt to this new time as a cost rather than an investment.

limiting beliefs

It also often happens that one of the brakes are certain limiting beliefs that equate the digital transformation of the organization only managing social networks. Obviously the management of external communication online is an important digital competition, but by no means is the only.

The importance of the Department. HR.

In this context, Dept.. RR.HH., given its transversality ,You must commit to the process, because ultimately we are talking about fit and adopt new skills by professionals throughout the organization.

And start from above

A good friend who works in an apartment. HR. a large company told me that bosses They did not see with good eyes that employees were wasting time at the computer screen communicating with other professionals through an internal network. Again the lack of mindset, the difference between cost and investment the error to start the process from below.

Personal Branding and digital processing

Of course the personal branding It is an important competition in a digital transformation process, Although the vast majority of companies that offer these services do not consider it as a core skill.

For the same reason a few months ago I collaborate with area Consulting AdQualis Human Results, which you have created a specialized in digital processing equipment specializing in Human Resources. which will take into account such an important competition as managing employee brand and its role as an ambassador the organization and its brands.

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14 questions to see if I fit in an organization (employee branding)

The alternative title for this article is: What kind of professional business needs, must or gran reserva?

A few months ago I read an interesting article by the coach Debra Benton -author of "The CEO difference"Over 360 tests that are usually done to managers in organizations. In the article, Benton invited to come forward and answer the questions before we get the test to see If we are aligned with the objectives in the organization. Frankly, I think not only a great idea but a must branding staff of professionals working for others.

My only question is why always these tests are aimed at managers? Does a middle manager or the person who answers the phone or community manager are not key figure as public spokespersons for the organization?

It seems to be becoming aware of this idea. And let me use a metaphor: a stereo sound so good (or so bad) as the worst of its components. This, applied to the organization means neither more nor less than the efforts made on professional will be useless if not taken into account all hierarchies. Let's see, a worker who runs a lathe in a factory have two options when leaving work: Ignore It, forget and erase from his mind the company you work for or share your experiences ..., speak positively of the benefits of your company, recommend it. Utopian? Less than we think. personal branding employee branding

The programs of employee branding (Brand Ambassadors) They have that function: understand the alignment of values ​​between employees and organization to improve internal communication, the motivation of professionals and, of course, that would force them to become as natural spokesmen for the company, as ambassadors of their brands. To manage a program of this type is essential to have specific professional areas self-knowledge, and communication strategy, and that is increasingly in the field of consulting Personal Branding.

So, neither short nor lazy, I encourage you, you are manager or not, to answer these questions to see if you are aligned with your organization, their brands and their values. And I encourage you, businessman, Director of RRHH, extend all your people such initiatives. That's harvest, maturation take time, but in the end we will have a team Gran Reserva.

Here are the questions, in a free translation done on the text of Debra Benton.

How I can meet or exceed the needs of my customers?

How I can meet or exceed the needs of my superior in the organization?

How I can help give a positive approach to business?

Do I analyze complex situations accurately and when appropriate?

Do I help to minimize the activities that do not add value to the organization?

Do I value the ideas of others, especially those that provide great value?

I understand how to make things happen in my organization?

Do I have a thorough knowledge of the sector?

How I usually overcome hurdles?

Do I move quickly when I saw an opportunity?

Do I have intellectual curiosity, desire to continue learning?

Do I assure you that you can count on me to solve problems?

Do I keep control in stressful situations?

Do I know and practice how to gain the trust of others?

I assume responsibility for my mistakes?

Actively I help others?

¿I prioritize getting results?

Am I a good ambassador for the brand and the organization?

I know what the medium-term direction of my organization?

I recently interviewed my good friend Jose Castellon, autor del best seller “Live without working"To get a definitive article on Personal Branding. I recognize that the title of the article is the result of something bombastic interview: “Marca Personal y Personal Branding: How to become "The Chosen", detecting false gurus, and dodge death ". But honestly I recommend if you do not bring much read literature on the subject.

At the interview, Castelló asked about the Common mistakes in managing personal branding. Of course, the lack of consistency is the first, but the second is try to walk the path alone. If you have in your hands the ability to manage professional branding your organization, She enlists the help of anyone who has done it successfully in other companies; you do not play with that: a fall reputation can be recovered, Unfortunately not a mark on. If you are looking for professionals recognized as "Gran Reserva" he works with a team "Gran Reserva".

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Are social networks must be censuring employees?

Article originally published by me in Puro Marketing

¿Censoring social networks? Although many may seem commonplace, limit access to social networks among employees of a company begins to look like something rancid practice. We are entering the era of marketing 3.0, values-based marketing where the benefits of exchange between businesses and consumers are functional, emotional and spiritual. Internal access to information is as important as access to external information, so any censorship involves networks censoring information. We think that our contacts in the various networks we provide selected information and value that otherwise would take days to find.

What if your company professionals feel good and want to share their experiences?

Let's be clear, They talk about the company we like it or not, así que en este caso se plantean dos posibilidades.

  1. Give elements to do, from motivation to training and tools.
  2. “Caparles” el acceso a las redes sociales y esperar de brazos cruzados a que hablen bien de nuestra compañía en sus ratos libres.

Alternatives to censorship network access:

  • design a stylebook and good training plan about the benefits of using social media, ventajas que deberían ser personal and corporate (one thing does not work without the other, don’t forget).
  • Embody social media plan communication strategies, Business and HR, Recalling the basic principle: Markets are conversations.
  • put a community manager the good in your life: must manage and monitor talks on all networks, Linkedin, Twitter, Facebook, YouTube…
  • To size: research on the response stakeholders on the state of the conversation about knowledge and commitment (engagement) de nuestros profesionales.
  • Detect a los profesionales que muestren una mayor facilidad y dominio de la gestión combinada de su marca personal con la corporativa, and propose them to be brand ambassadors.
  • Putting brand ambassadors as head of corporate blogs or departmental, online customer service… That will encourage other professionals to participate more actively.

In an environment “inbound marketing” branding is on the side of people. Censurar las redes sociales a los profesionales solo traerá desconfianza y cerrazón. In the XXI century, la apuesta es por navegar en un océano abierto: if the sailors are well prepared, se pueden alcanzar más destinos que en un mar cerrado.