A change in mindset is needed for business leaders to embrace technology as the pace of innovation grows faster. When a company is locked into legacy hardware and processes, the desire to stick to what you know remains appealing. However, this status quo cannot keep pace with changing expectations of both employees and customers. And it cannot keep up with disruptors across many industries that are born in the evolving digital era.
Many of the challenges associated with successful digital transformations are not related to technologies but are organisational, as leaders simply have not invested in a strategy to establish a pathway for continued technological success. This has a detrimental effect on productivity, well being, and retaining, attracting and engaging talent and customers.
How can leaders embrace technological advancements?
Leaders must build a clearly-defined vision that gets everyone moving forward in the same direction. Getting there is best achieved by breaking down the silos between technical teams and business operations departments.
Leaders can sometimes view advancements in digital transformation as a “do-it-all” or “do nothing” proposition. But, with technology broadly available via self-service portals at our fingertips, it’s easier than ever for enterprises to explore disruptive technologies and pilot programs at little cost, with little risk, and at a pace that suits your business strategy.
You start with the customer need, and then you can play in the sandbox, so to speak, to see what works. If you find that something works for your business, you can move it over in pieces, instead of worrying about a rigid, large-scale migration plan.
Pilot and project failures aren’t just acceptable – they’re necessary. Leaders must not be afraid to test and deploy these new solutions. If you’re not experimenting, you’re falling behind. Finding out what isn’t working for your employees and customers puts you on a faster course of learning to find out what will work.
Along the path to digital progression, it’s common to start with a small implementation to test it out before proceeding to a phased rollout. A full rip-and-replace isn’t common or even advisable. It’s crucial that the change management of implementing such channels are easy and non-disruptive to both customers and employees.
Encourage failure. Fail fast, fail cheap, reiterate, and fail again until you hone in on the right solution. With each “failure” (or, as I like to say, each “learning”), analyse the available data at your disposal to optimise your development cycle. Keeping people as your focal point will ensure you come out on the right side as human capital is your business’s biggest asset – ensure you treat it right!