Digital business transformation has changed since COVID-19 arrived. As a result, when it comes to digital transformation consulting, people now have to follow new patterns for efficiency. The COVID-19 problem is fast changing the “what” and “how” of digital transformation agendas for the better. Consider how firms are evolving in the face of significant upheaval.
An identical meme appeared in my inbox. It portrayed a survey question:
Who was in charge of your company’s digital transformation?
- A) CEO
- B) CTO
- C) COVID-19
The meme maker circled the letter ‘C’ in red: COVID-19.
“In every joke, there’s a small joke,” says a Russian proverb, implying that jokes are primarily made up of reality. This image fits the bill — the COVID issue has swiftly reshaped both the “what” and the “how” of firms’ digital transformation objectives.
Culture has moved Employee experience to the front of the line.
Employees’ perceptions of digital technology have shifted from “good to have” to “the only way work gets done.”
Even as employee experience has been a prominent subject in the HR world, it has had a mixed welcome in IT circles, where it has been described as “spoiled employees seeking best-in-class consumer-grade equipment on shoestring budgets.”
With a large section of the workforce now working remotely, employee perception of digital technology has shifted from “good to have” to “the only way work gets done.” As a result, it’s now getting the problem-solving attention it’s long earned.
“Hire” your customers and workers to provide technical help.
Because of remote work, new client expectations, regulatory constraints, or various other circumstances, practically every employment is more tech-enabled than it was a few months ago. So, this is causing a surge in technical help on a never-before-seen magnitude.
CEOs have urged their organizations to broaden their support reach, using anything from FAQs to chatbots to real-time engagement with tech support staff to enable consumers and workers to be more empowered participants in addressing difficulties. These approaches aren’t new, but the volume and speed for sure are. So, this might be the beginning of a good shift toward a coaching approach of tech help.
The market is scaling Automation for economic and safety reasons.
CIOs who have long advocated for automation are now getting significant backing from CFOs and CHROs alike.
The rise of automation is not new — in many manufacturing centers, industrial robots currently account for roughly 1% of the plant “workforce,” and robotic process automation is now a multibillion-dollar industry. However, automation – in its various forms – has shifted from the innovation agenda to the resilience agenda. This has happened because of growing demands, human labor’s expense, and the necessity to have fewer humans in many workspaces. CIOs who have long advocated for automation are now getting significant backing from CFOs and CHROs alike.
Radical housecleaning entails identifying gaps, redundancies, and conflicts.
Organizations have effectively performed a large-scale audit of the present level of their digital transformation in recent months due to the increasing use of the technology at their disposal. Such organizations recognize missing capabilities quickly – but more often than not, they discover redundant or conflicting systems as individuals utilise them!
Some of these concerns will drive system rationalization (“Why are we paying for five distinct video conferencing systems?”), while the system will resolve others at the policy level (“Okay, we have five different video conferencing platforms; let’s agree that this division will utilize System X.”)
“Perfect is the enemy of good.”
A full-fledged catastrophe silences an individual’s inner perfectionist or an organisation’s.
Many businesses have experienced a healthy re-negotiation of their relationship with digital technology in reaction to significant disruption, favouring “hey, it works!” above “after years of slaving over this effort, we’ve collected the absolute finest bells and whistles.” The “functioning software” lauded in the Agile Manifesto is now due.
To-do: A positive impact inventory
A “positive impact inventory” is a fantastic method to enhance efforts.
Identify the improved working methods that you observe blooming at the bottom level within your business. Engage with the teams that you perceive to generate beneficial improvements, such as less perfectionism, quicker automation, and greater emphasis on employee experience.
Create a platform for people to share their tales and learn from their experiences. Get in touch with a Digital Marketing Agency in London today for your digital transformation needs.