Jerônimo do Valle
Many companies mistakenly view digital transformation as a replacement or marginalization of their own human resources. Others approach these initiatives with employees as the sole contributors to change. Unfortunately, both approaches are flawed. The human material is undoubtedly the key to the success or failure of the process, but it is not the only part at stake here; it remains to talk about “leadership”.
As is often the case, the transition path is paved with bold decisions made by leaders who need to demonstrate bravery and enthusiasm when it comes to encouraging change throughout the company. Most importantly, they must make it clear to the entire corporation who is in control of the situation; the CEO.
For the CEO to be able to lead the task, it is necessary to perceive a multitude of details. First, a deep understanding of the customer must be developed. In addition, a thorough understanding of the company's business model and the supporting technology used is essential.
The successful implementation of digital transformation initiatives must include human resource efforts that are able to operate as they are, as well as anticipate and accept changes when they come. From there, the CEO must act as the “ship's captain” and encourage each person's role in day-to-day operations. With this emphasis efficiently built into all levels of the organization's business, the company's evolution can best be driven from a basic level.
It is vital to understand that this project is not isolated, quite the opposite; it is a true journey whose finish line is intrinsic. The changes addressed cover people, processes and technology and these three pillars need to be renewed to serve as a foundation, after all, without the involvement of each one of them, guided in the same direction by a single chain of command, the digital transformation will fail.