"Digital transformation requires strong leadership to drive change. But it also requires a vision for the parts of the business you want to transform. Focus is important. The best-run companies are constantly identifying new ways to redefine the way they work in the new digital age." The quotation marks are from Massachusetts Institute of Technology (MIT) senior research fellow George Westerman, quoted by People Matters in a fascinating analysis of methodologies for introducing digital transformation processes into companies.
This is an extensive report in two blocks that reviews the main characteristics of the models developed by specialised consultancy firms of the calibre of the aforementioned MIT, Capgemini, Deloitte and Cisco. In short, tools to measure the degree of penetration of a company's digital transformation, to locate its evolution in more or less standardised reference frameworks accepted by the industry. In the case of the framework provided jointly by MIT and Capgemini, for example, we find a quadrant with four categories that define the current stage of a company: beginner, conservative, fashionista or digirati, which would be the name for the leading companies in the field. In the case of Deloitte, to give another example, there are 4 layers that look at the following aspects: internal core (connect, collaborate, communicate); technology; governance, risk and compliance; and finally measurable business value.
With these methodological propositions in mind, it is worth dwelling on a recent Dell study that makes a strong case that businesses are not ready for digital transformation. In its view, business leaders are unprepared for the "gigantic transformation" that automation technologies such as robotics and machine learning will bring. In fact, the company's senior vice president, Mohammed Amin, puts the number of current jobs that will be "significantly affected" or directly disappear at up to 80%. "The changes are happening so fast," he adds, that, "sometimes, we're a little bit behind." Thus, neither the management environment nor the workforce itself is prepared for this leap, which is often perceived as an obstacle.
And from survey to survey, as befits a subject that generates so much controversy, it is also interesting to look at a study developed by F5 Networks, according to which 4 out of 10 IT professionals linked to government environments believe that digital transformation will accelerate cloud-based applications. It is interesting to highlight this research for two reasons: one, its high technical content, which goes beyond statements of intent; and two, its scope, as it is based on questions asked to 300 government officials around the world. "Government organizations are shifting toward digital government, and with that we see government organizations embracing the cloud, embracing automation and orchestration, and adjusting security strategies," notes F5's regional vice president of federal sales, Peter Kersten, quoted by ExecutiveBiz.
A tidal wave of innovations to come, confirming the ever-present warning that we are not in an era of change, but in an era of change. According to the Dell study cited above, the key industry sectors likely to be most affected by digital transformation and robotics are education, transportation, human resources, logistics, supply chain, customer service problem solving, marketing and communication. Many of these, not coincidentally, are present in our own service line.
Digital transformation is not a reality that can be separated from the challenges of today's business. It is accompanied, nourished and understood in relation to them, and it is precisely with this multidisciplinary and open approach that we work with our clients.
Image: Photo by Rolands Zilvinskis on Unsplash
