My thanks to Elena Dailly for reaching out on this interesting topic.
I’ll attempt to answer the questions as succinctly as possible. This is a big topic and there’s a lot to unpack. If you’re interested to discuss further, please PM me. It’s always good to talk.
A well-planned, communicated and executed digital transformation with an executive “evangelist” driving it forward has the potential to provide significant opportunities across the board.
You may have noted that I’ve been referring to digital transformation up until now. In sharp contrast, digitalisation (which you referred to in your question) and digitisation are not designed with imbedding a new culture as part of a fluid, digital-ready organisation at their core.
Although definitions of both vary (even amongst digital experts), for simplicity let’s assume digitisation is the automating of a traditionally manual process using technology or other digital tools. The savings provided through automation rarely create any real job enrichment or help a company develop the culture needed to address an ever-changing market landscape.
Similarly, let’s assume digitalisation is commonly referred to as exploiting new opportunities to create a product (e.g. technology, working practices, market and socio-economic or political opportunities). Such initiatives are commonly confused with digital transformation and it’s easy to spot the difference. If your digital initiative has no supporting data strategy or cultural change (or at least due diligence to assess their maturity and future-fit), it’s probably a digitisation or digitalisation venture.
In conclusion, I would argue that the organisational impact of digital initiatives have less to do with which generation we belong to or how tech-savvy we are. The determining factors include the type of digital initiative(s) being implemented, the supporting data strategy and culture change, our personal ability and willingness to transform from a fixed mindset to growth mindset, and embracing opportunities to build stronger relationships with clients through better products, services and experiences.
Sounds perfect, doesn’t it…? But if it’s that easy, why do only 13% of all companies succeed in their digital transformations? There are some clues here, but I hope to provide a more comprehensive response in the coming weeks by looking at specific systemic topics that can positively impact the success of your digital transformation.