Today’s world is changing at rapid speed. Digitization affects businesses across all industries and is known for ample opportunities. Thinking of Artificial Intelligence, Blockchain, Robotics and Virtual and Augmented Reality provides extensive possibilities for firms to digitize both their organization and strategy. Yet how to implement all these new, fast changing technologies?
Customers expect the products and services of tomorrow to be implemented yesterday. Therefore, companies should be ready not only for the technology of today, but for tomorrow. The business landscape is taken over by new technologies, thereby becoming a credible digital company is important. Enhancing performance and boosting user experience play a large role in becoming so.
Where previously efficiency and effectiveness were hyped, now innovation and the ability to adopt changes are keywords in being digital. Technological opportunities are way ahead of the changeability and willingness to innovate of firms, especially for large, cumbersome companies. Going from efficiency and effectiveness to innovation and changeability takes time and should be excogitated in the right way.
On the one hand, an example of improving changeability is in the way employees are organized. Selecting smaller and more flexible teams makes it possible to create unity and adopt changes quickly. On the individual level, performance evaluation twice a year is slow and indicates a hierarchy, whereas tomorrow’s employees are more into straight levels and direct feedback. This can be done by taking snapshots, indicating the goals for next week or month and providing feedback as we speak. Improving changeability starts by the people a company cannot live without: the employees.
Innovation, on the other hand, must come from the core of the company and requires changing of strategy and organization. Stating clear what the mission of the company is and how to accomplish it contribute to the innovation of the business. Starting at the core, one can spread out across the company and then to its customers. From ‘doing digital’ to ‘being digital’ thus starts at the internal process of a company before it can be executed to the market.
Sources:
https://www2.deloitte.com/nl/nl/pages/over-deloitte/articles/digital-transformation-are-you-ready.html
https://www2.deloitte.com/nl/nl/pages/deloitte-digital/artikelen/from-doing-digital-to-being-digital.html
https://www.nrc.nl/advertentie/deloitte/hoe-bereik-je-zakelijk-succes-in-dit-digitale-decennium-zo-dus
Nice read. I really like the fact that you point out that digitization and innovation management is not just about senior level involvement and changing leadership styles but starts with all employees across all levels. I believe that is also why HR departments will become more important in the future. I personally did an internship in Strategic HR or also called “People Products” and most reactions were “Who does go into HR – isn’t that really boring and outdated?”. When I then started to explain that HR can also be about preparing an organization for future technologies and setting it up in the right way (e.g. through a new performance management process) most people were quite interested. So thanks for sharing the view that taking a look at the employees of a company can have a tremendous impact on changeability, innovation adaption, future performance, etc.