Beyond getting companies from all sectors to “get on the bus” of digital transformation, today the real challenge has focused on how to get that digital mindset become part of the DNA of organizations and generate an entire ecosystem that guarantees the success of operations.
This is how for Luis Acosta, professor of Executive Education at the Universidad de los Andes, this digital mentality must start with a basic principle of awareness, communication and training in an integrated manner.
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“Organizations could design a strategy that allows creating a digital culture that goes from implementation to adoption, seeking to increase technological usability, transforming the traditional mentality to the digital one and strengthening the enablers that increase the achievement of results”.
This is how to have an attitude of change, socialize the action plan and adopt the new digital tools, without any fear, would direct the collaborators to be interested in the new digital bets.
“We must start by incorporating disruptive digital technologies for this. The use of AI, biometric analysis, employee digital marketing, automation (RPA/DPA), cloud and human resources/people analytics, among others, is recommended,” Acosta said.
From a business perspective, David Ortiz, CEO of the Siigo platform, pointed out that the digital mentality that companies must adopt, regardless of the sector, must be governed by innovation and the desire to “embrace changes.”
“Innovation is necessary and now that the processes are automated, it brings a number of advantages by reducing management times for each activity, promoting that both businessmen and collaborators have the opportunity to spend more time developing tactics and complementary skills that contribute value and distinction to the businessOrtiz commented.
Likewise, the businessman, who has led the digital transformation of this Colombian company, concluded that it is necessary for entrepreneurs make decisions quickly in line with the demands of the market.
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“The pandemic prompted the need to digitize processes in companies and this continues today. For example, sales processes evolved and prospects turned to digital media to support product acquisition processes. An entrepreneur should not be afraid of change, moreover, he should be one of the biggest promoters of it within a company”.
In contrast to the need to strengthen that mentalitywhich many have defined as “winning”, Acosta explained that not having an adequate digital culture can lead to a barrier to the advancement of the adoption of new technologies, companies could have cost overruns and be uncompetitive.
“From a financial point of view, studies show that not having an adequate digital adoption culture can generate an additional cost of up to 45% in digital transformation initiatives. In addition to only generating a 56% return. If we add to this the war for digital talent, having a culture of digital adoption within organizations becomes a generator of attraction for this type of talentAcosta commented.
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Now, on that route to achieve that innovative and technological mentality, the expert suggested performing a digital DNA diagnosis of the organization to establish what the bases are and frame those vectors on which the development of digital culture and adoption will be focused in a sustainable, scalable and exponential way.
“It is key that the entire organization at an internal level and in general the ecosystem is involved, from the boards of directors, senior and middle management, the owners of the processes, adding the role in front of customers, suppliers and society. Likewise, it is essential to identify the stoppers that must be eliminated or minimized in order to facilitate the organic inclusion of soft skills and capabilities.”, commented the expert.
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