TECH & INNOVATION
Defeat is a choice. Being prepared to take chances and accept unpredictability is essential for the victory of digital transformations.
A colleague of mine was leading a major digital transformation task about five years ago. He had an intelligent squad administering the program, a good plan, and the latest technology solutions to execute. He believed they were implementing everything accurately. Few months later, the task went sideways — so entirely that when the dust settled, the board brought me in to probe what went dicey.
The task failed, I discerned, for twain major reasons. First, although the task objectives were well defined, they were not liaised across the various units. Secondly, they were rationalizing about how the company would operate in the contemporary, not how it would operate subsequently.
I mastered a lot from this incident. I paid attention on the results and on the shiny technology that — by itself — would change our business. I wasn’t logical enough regarding the entire perspective on the issue and how my work could benefit the business subsequently. Most important, I was intent on having all the results at the start, rather than being open to learning all round.
I learnt the hard way. No expert should bring prejudiced proposals or professional procedures to the table. There is need to customize your services for each business demand.
Almost a decade, I personally have come to accept this approach of working , grasping profuse point of views and introducing all to businesses on the expedition of remodeling.
In the course of this present day, it is explicit that digital remodelling is not centered on initiating a solitary latest tech invention or fashioning latest clientele exploit. Neither is it around elementary procedure automation. It is in connection with designing absolutely up to date all-inclusive unorthodox way for groups to work and businesses to function.
My colleague’s experience tutored me on the greater reasons digital transformation fail; businesses are agitated of verifiable transformations as a result of inescapable havoc it ushers in. This is not far fetched from the fact that unpredictability activates our natural probability of fear. This disinclination stop short of businesses venturing into realistic transformation, even as technology speeds up the changes on every side.
Administrators tend to to mock up change or form unconfirmed threads in an attempt to remain relevant. They look to devise new technologies to make it seem they are transforming. The motive of transformation is not to redesign new technologies swiftly; but to revise our department and guarantee our employees and their expertise remains pertinent.
At times, the form of behaviour change that is of necessity tends to steer towards disorder and dysfunction. Nevertheless, this disorder is interim and crucial to the process of transformation. Believe it or not, the state of discomfort in any business is a sign that your employees are being confronted and is openly researching to work in new ways.
Initiating and recognizing some undetermined, is the underlying stride to commission true change. Even failing to meet your objectives provides valuable data and the chance to restructure your business paradigm for subsequent growth.
In any business, be it large or small, fear of defeat tends to steer us to put off firm decisions. We steer clear of acknowledging what we dont know while holding onto doddery procedures there by allowing our businesses to become inert as a result thereof.
It is worthy to note that in the middle of transformation, employees can simply become dazzled by procedures. However, if we want to create more dexterous acclimatizing businesses, we need to get better at ousting our more risk-averse compulsions.
Taking of risks to validate actual change, employers must believe that weakness to transform means being disadvantaged to the companies that achieve change. Also, rather than presuming all the answers are hitherto known, focus on demanding the proper questions and never be scared of responses.
Adapted for The CityHub Project
By Nwahiri Nnenna Olivia.