Organizations and digital transformation in practice: How to do it right?

I left yesterday to buy a sneaker at a mall near the office. Old need, delayed for months. My tennis is a rag and you can not take two more matches ...

It was almost noon. On the way, I saw scooters, yellow bicycles, colorful, and I began to wonder about the fact that maybe I was wasting time, while I could just get some app from my cell phone, go from Uber and come back faster ... but then I concluded that a walk at the time of lunch would be good for me. "Healthy choice," I thought.

The fact is, in fact, I lost time. Upon arriving at the mall, I saw that the largest shoe store was closed and the prices I found in the ones that were open were much higher than the sites I quickly had the opportunity to check. And there I was thinking of digital transformation again, reflecting on everything behind the scooter. Yellow bicycle. From the tennis shop.

Lesson learned, because this is our life in 2019.

In the same vein, I very much doubt that in the corporate world in which we live, of all the meetings that you participate in throughout the week, the topic digital transformation does not appear in at least three or four, in discussions of the most diverse areas. You are not alone: ​​digital transformation is the concept that does not leave the head of the highest management of organizations - even though it is not a new concept.

Some time ago, when the demands of industry 4.0 appeared, the changes required were still very incipient, ethereal, no one other than technology companies (the really digital natives) knew what to consider, what trends to follow, whether there were any possible models or benchmarkings to be replicated in the most diverse types of business. And there was not yet. Companies were groping in the dark as their consumer profile changed rapidly (requiring it to be transformed from the outside), and as the years went by, the profile of their own workforce began to change, requiring organization was also transformed from the door inwards.

And that's where the digital transformation took the market by surprise.

Suddenly, companies from the most diverse segments found themselves with a sort of system update that had been delayed for too long and now was urgent. What once seemed like a choice came to be a go-or-split within the market. It's change or disappear.

What companies are painfully beginning to realize, however, is that digital transformation is not just about technology, because it is a secondary resource in the whole. For a company to turn digitally it needs to invest in people who are going to select - and operate - their technology. People, yes, are the primary resource that will take it to a new level. By looking at the market, organizations ahead of this race clearly identified the need to change the way they operate from the inside out, the need to revise their own purpose before they play the market as digitally transformed companies. After all, it's 2019, in the midst of the age of experience, and people's aspirations have changed. And if it is they who effectively bring the gaze that identifies the new demands and think of ways to transform a business, it is in people that businesses must think first if they want to become digitally.

The latest Deloitte study has just that focus and speaks of the importance of investing in people and their empowerment. After hearing more than 2,000 executives from 19 countries, representing companies with revenues of more than R $ 1 billion, the survey "Personified Success in the Fourth Industrial Revolution: Four Leadership Personalities for an Era of Change and Uncertainty" points out that the advance of the industry 4.0 concept in the country is still timid, centralized in large corporations, and that the most complicated challenges are those that touch people. The results show that 54% of respondents say they have difficulty in gaining talent with the necessary skills for factories aligned with the 4.0 concept - in the world, this percentage drops to 48%. The lack of professionals with technological knowledge and other skills is highlighted by 38% of respondents. In addition, the study reveals a structural problem in the education system. Only 29% of respondents believe that the current educational system will sufficiently prepare individuals for them to act in this scenario. On the other hand, about 28% said they had trained their employees to meet the demands of this revolution.

It is seen, then, that the movement is urgent and that it must be based on the qualification of those people who do not come ready of the school or the college. Many companies nowadays have woken up to this and have stopped considering only resumes with the names of major universities and MBAs when it comes to hiring a talent. Because they know the times are different and having the opportunity to generate knowledge in-house through training, mentoring, and following strong, prepared leadership can generate far more results. To attract manpower, the organizations started to consider more diplomas of technical courses. Jobs like software developers, formerly reserved for graduates in Computer Science and Engineering, are now open to professionals with technical background, although they are among the most strategic in the area of ​​technology. In parallel, this is also seen expressively in gigantic companies that do not act this way because they are good, but because they are up front when it comes to identifying trends that will change the world and know that what changes the world are people. And if the initiative works in the macro, why not bring it to the micro? It's a matter of scale.

However, the fact that large corporations are recruiting from other criteria does not mean that processes are easier in those selections. The point is that organizations understand that the most valuable in a professional are not the courses that he did, or the diplomas that he has, but the soft skills - that the person possesses and that are relevant to the position and the culture that she can live in that company. Thus, if on the one hand companies reduce the requirements related to graduation, on the other they seek to identify technical, behavioral and analytical skills that the job requires. And, once hired, the new employees are submitted to training aimed at complementing gaps of practical knowledge. To give you an idea, Google - which was one of the first major corporations to adhere to this trend in recruitment - does not require graduation for effective placements as long as the candidate has practical experience in the position, and in PwC as well, all of which operate consistent professional development programs.

That is, when talking about digital transformation, looking at the trends and what is working out is essential. And what works? The sum of people, training and a 360º reading of the business, that considers both its internal public and the demands that it intends to attend. So, get closer to your teams, understand their needs, review their purpose if any. It is essential to direct efforts to improve the look for your collaborator. After all, it is the most important factor in the equation that will allow your company to become truly digital.

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