But to start talking about technology, we must firstly point to the central component of companies: people
30.12.2019 • 15:49hs • Innovation
Innovation
The ABC of digital transformation in companies: tips to keep in mind to be successful and not die trying
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In recent years, several sectors were overwhelmed by the emergence of companies of 100% digital origin. This increased competition and made more traditional players aware that they should, as soon as possible, undertake a conversion.
Digitization and the subsequent transformation accelerated in recent times, and companies became aware that such processes are far from being only technological: rather they must be accompanied by a change in the culture of the entire organization, which It implies a new vision to do things.
"Almost always the first mental click comes from a technological need. But then companies understand that the modifications are more profound. They cannot be digitized if they have a 20th century mentality, it is counterproductive," Ismael Briasco, director and founder of Big tells iProUP Smart Labs, which accompanies companies to travel this path.
To start talking about technology, you must firstly point to the core component of companies: people.
First, the culture
According to Globant, 87% of companies are already traveling the path of transformation in their work dynamics. This problem is more complex and exceeds technological barriers. "When you change the mindset and the organization's status quo is challenged, unlimited value is unlocked," says its CEO, Martín Migoya.
For his part, Jorge Lucero, co-founder and chief financial officer of Redbee, points out that cultural change implies, in itself, a great challenge in traditional companies.
"People begin to see that there are new roles, structures and dynamics of power. Many have a hard time assimilating it, but we try to make everyone understand that there are different ways to solve problems, with new business focuses and supported by other methodologies," he says. to iProUP the executive.
In this sense, those who approach a consultant to start their digital transformation must be willing to perform a first introspection. Prisma, Cencosud and Turner are some with which Redbee undertook in this way, in which the important thing is to understand the need to review the way of working so as not to be relegated.
"Many do not understand that the central problem is not the technological one. Therefore, we evangelize and the first thing we do is an evaluation of the state of the company, to know where each person is standing," Briasco explains and adds that "you have to be wrong , accept the mistake and learn. "
After the first diagnosis, you start with those who work in the company. The problem usually lies in hyperverticalist structures. "The leader of the old school perhaps has no idea of what happens below. Today that is not forgiven, the CEO must be primarily responsible for generating that culture, which must be transmitted naturally," he remarks.
Santiago Lorenzo, Tech & Digital Innovation of the venture capital fund venturebees, says: "Whoever starts with the transformation must work on cultural penetration."
"You have to change the way you think, live and make decisions. There are many companies that embark because it is a necessity, others for being a fashion, but all have to know that they must work on soft skills," complete.
Hybrid operations
Although the cultural issue sows the digital profile in companies, in 2019 they finished installing technological trends that will set the course of business.
Within this framework, the plan to face the challenges is structured on the basis of the concept of "hybrid operations": the natural and fluid collaboration between human and technological capabilities, combining efficiencies and generating value in the business.
"Hybrid operations are our approach to expertise. We must understand the challenges of technological transformation in order to implement processes that enhance business opportunities," said Roberto Fernández López, director of Digital Strategy at everis.
In this sense, four axes that companies should consider stand out:
- Strategic vision: 90% of business leaders establish efficiency as the main objective associated with automation efforts
- Organizational and talent alignment: 43% of executives state that they have the availability of technical capabilities to develop, implement and integrate innovative systems in their organizations
- Capacity development: although it is the only tangible and most relevant variable in companies, it is the issue in which most executives feel less comfortable about the current situation of their businesses
- Deployment experience: leaders still have the outstanding quota on their own capabilities and their preparation to address initiatives
In this sense, two conclusions are highlighted: the first is that business challenges, more than technological ones, are the most complex. Second, that automation is seen as only one of the many elements to articulate an architecture of technological systems in the operation.
Data is the future
From Frost & Sullivan reveal that only 23% of Argentine companies that use IoT (Internet of things) recognize the great impact on the business. However, the trend will be reversed: by 2021, 60% of companies will allocate their budget to that area.
Industries that used to have nothing to do with each other are now being integrated due to the needs and wishes of consumers and employees. Technology and data are key enablers to achieve these integrations, and companies emphasize that thinking outside the box allows learning to react faster to needs.
Agustín Huerta, a specialist in artificial intelligence and process automation at Globant, says that, historically, data was stored in expensive systems, so it became a necessary operational expense. But digitalization opened the door to innovative possibilities with real potential for business. This "invisible value" must be based on three basic questions:
- What is the origin of the data?
- How could they help improve the efficiency of operations?
- What kind of impact could they bring to the business?
"Once the origin of the data is clear, it is also important to know what operations are involved. There you can delineate plans to improve processes," adds the spokesperson for Globant.
These improvements can be materialized in cost reductions, greater customer satisfaction, greater loyalty or new revenue streams generated. "These are just some of the many ways these data can rationalize and boost the efficiency of your organization and innovation," concludes Huerta.
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