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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.

“Go digital” image by Shutterstock.com