Driving and leading digital change can be a great challenge, but it also involves challenges. On this note, We analyze how IT leaders face the task of being protagonists of the transition.
How would you feel if your area of activity suddenly became the main responsible for an unprecedented paradigm shift?? Sounds challenging, truth? This is what, in practice, has happened since the beginning of the pandemic with IT areas. All eyes have been turned to them because the IT sector is expected to lead the technological change necessary to streamline operations that can no longer continue to function as they did until recently..
We know that in response to the business changes caused by Covid-19, global IT leaders reported an increase in budgets. But it is also true that this “confidence” deposited in the sector implies a great additional pressure to demonstrate the return on investment.
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“The 47% of CIOs say pandemic permanently accelerated digital transformation and adoption of emerging technologies”. Source: KPMG CIO
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The challenge of being the most popular but not the most loved
Being in charge of a process of institutional change makes many expectations fall on you, but also, the misgivings and reluctance of all staff. People “topics” To the change, because it tests our capacity for resilience and adaptation. Therefore, although there are no infallible recipes, there are success stories that help us detect successes that do work.
IT leaders who have successfully undergone a digital migration or change process explain that training helps, but it takes much more than that to fully involve people in the dynamics of operating new systems.
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The digital transformation journey involves showing what, the why and how with facts; because each collaborator needs to be able to see the global panorama of the change process to accept it and be able to contribute their best predisposition.
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Sometimes, the profile and technical training of IT specialists do not realize the complications that end users are going to have when it comes to joining the new technology. And we know that the change in our work environment is not something that is accepted very openly because it implies an effort to adapt.
When systems change and the business becomes more digital, the processes, cultural habits, the complete way of doing things change. Therefore, leading digitization involves, of course, create a new way of collecting data and putting it at the service of the company, but also Redefine behaviors of all human capital: because if we don't all focus on this work together, the final results will not be as expected.
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Data-driven digital transformation
Sometimes it happens that IT strives to generate the best customer experience, but forget the perception and feelings of the inner client. This is essential and even a priority.
Detect internal problems, reveal at all times which are the instances that generate the most difficulty, help people break through traditional barriers to getting things done: all this is part of digital transformation and a data-driven organizational culture.
There are likely to be roles that will disappear and new ones will be needed: The new CIOs must also anticipate and organize the responses and proposals that will be made in each case.. Anticipating internal crises is part of the task of undertaking digital transformation.
Digital transformation is not an easy road. That is why we know the starting point but not the arrival point.. To get as close as possible to what they are looking for, new CIOs must implement clear strategies with a focus on people. Some recommendations based on experience are:
- Get excited: show the final aspirational result to which the change will take us.
- Exercise executive leadership: focus from the beginning on maintaining a fluid dialogue with users to understand their problems.
- Base: improve the practical reasons for the change process. For instance, the survival of the company, the possibility of competing in the new market, improvement in the performance of their jobs, etc.
- Genre one “team logic”: show how the whole company will be affected and it will be relieved for all, to the extent that the process is assumed with commitment by all.
Leading change clearly implies detecting and defining your own leadership style. But by having a support partner specialized in these issues and basing the management on these characteristics described, success is closer to becoming a reality.
What challenges does the digital transformation entail in your company? And in your area?
Are you ready to face them?
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