I find interesting the “tsunami” that has occurred with the concept “Digital Transformation” that has devastated any corner of the strategic quadrants of a company and each element of its value chain. The sensation is quite peculiar: it is as if the “philosopher’s stone” of Harry Poter has been discovered that will solve life in the business environment, something unthinkable until now.

And I simply do not think it’s exactly right how the obligation of digitally transforming or dying in the market has been released in a resounding way.

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That has caused many companies have ventured to “upload everything to the cloud” or fill the company of sensors to capture everything but do not know what to do next or if they really needed to know every movement of the company without having reflected on the internal processes that they had been doing for years.

From here not only opportunities arise but also a lot of opportunism.

Do I really need to be transformed digitally?

It is a question with a lot of content and difficult to answer. So, first, the first answer that comes to mind is: “Sure! How not! it is fundamental to digitize everything … “, well … it could be … but I am able to answer the basic questions that can arise as a consequence of that question ?:

  • I’m ready? And my workers? And my clients? And my suppliers?
  • What does “digitize” my company mean?
  • What do I have to digitize? All? At what time? Now?
  • Everything at the same time or can it be in a gradual way?
  • How is that decision linked to my Strategic Plan?

and like those dozens of questions that have to be answered before taking a step as relevant as digitalizing the processes of my company, because that decision can cause unpredictable effects in the short, medium and long term.

In the process of digital transformation is not taking into account “the change management” and has a huge impact on the very essence of human being that can make you fall into the “disease of change.” This is what Alvin Toffler called “Future Shock”, that is to say the tension and disorientation in the individuals for forcing them to an excessive change in a short time, and the digital transformation is a transitory process that affects a great number of lifestyles, consciences, subcultures and that can provoke adverse reactions for not being able to absorb the speed of the changes, having not previously defined the limits of that adaptability.

For these reasons, not everyone can launch into that great “digital transformation” that has become a business for many consultants, institutions and personnel without much scruple and with the sole objective of mechanizing everything digitally but without taking into account the process evolutionary of the human being, without having properly formed the mental change that this super-industrial revolution supposes.

Let us not be fooled by this fashion that will drag us to an unprecedented catharsis if it is not implemented in a sensible way. It has the same effect that happens when a diver does not ascend from the depths slowly to adapt the body to the pressure change. If you run, you die … everything bursts if you do not allow a gradual decompression.

About Juan A. Bertolin

I consider myself a “orchestrator” to tackle challenges  putting together the hybridization of independent solutions to achieve a comprehensive and higher value added final solution (where the whole is greater than the sum of its parts). Since 2006 I started to enjoy supporting entrepreneurs and companies to grow, innovate co-opeting, opening spaces for open collaboration and sharing, integrating the customer experience and emotions in co-designing new innovative elements.

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