Post by account_disabled on Mar 11, 2024 8:45:04 GMT
The term "digital transformation" immediately makes us think of technology, but the transformation is driven by people and their emotional involvement. The key is to improve knowledge, allocate human resources better, and optimize collaboration. Alessio Pomaro Alessio Pomaro 27 Jan 2022 •7 min read Digital Transformation: people are the key, not technology Digital Transformation: people are the key, not technology Executives often struggle with their companies' ability to transform quickly.
Digital transformation is particularly challenging, not only due to the complexity of India Mobile Number Data the technologies involved, but above all due to the scarcity of skills in the teams ( not just in the "technical" groups ). The technology in the company, unlike what we carry in our smartphones, is not plug and play. The fact is that people, not machines, design and build technology-based systems. The related problem is that often, with traditional means, traditional results will be obtained that are unsuitable for the size and speed of the transformation challenge. This is a strategic gap for CEOs and boards, not just CHROs and L&D. Operational transformation: not a simple "problem". Transformation is a necessary condition for large-scale innovation .
And the foundation of transformation is an organization's learning agility , that is, its ability not only to invent, but also to share knowledge among its components and enable people to collaborate effectively and efficiently, regardless of where They are. When we look specifically at the challenge of modernizing large, complex operations ( the ones that “make the world work” ), we regularly see a slow, fragmented flow. We see an intermittent connection between business stakeholders at the front end, for example, and customers or business units and specific business functions such as finance, procurement, back end. The following diagram illustrates the challenge.
Digital transformation is particularly challenging, not only due to the complexity of India Mobile Number Data the technologies involved, but above all due to the scarcity of skills in the teams ( not just in the "technical" groups ). The technology in the company, unlike what we carry in our smartphones, is not plug and play. The fact is that people, not machines, design and build technology-based systems. The related problem is that often, with traditional means, traditional results will be obtained that are unsuitable for the size and speed of the transformation challenge. This is a strategic gap for CEOs and boards, not just CHROs and L&D. Operational transformation: not a simple "problem". Transformation is a necessary condition for large-scale innovation .
And the foundation of transformation is an organization's learning agility , that is, its ability not only to invent, but also to share knowledge among its components and enable people to collaborate effectively and efficiently, regardless of where They are. When we look specifically at the challenge of modernizing large, complex operations ( the ones that “make the world work” ), we regularly see a slow, fragmented flow. We see an intermittent connection between business stakeholders at the front end, for example, and customers or business units and specific business functions such as finance, procurement, back end. The following diagram illustrates the challenge.