People, Process and Technology
People: The Essential Element of Success
True transformation requires employees to embrace change and adopt an all-inclusive shift in mindset and ways of working that leverage technologies like cloud, data analytics and AI. The cultural and behavioural changes required to be successful cannot be overlooked. The report found that digital leaders are successful by establishing new ways of working and collaborating (42%), deploying training and development programmes focused on nurturing new behaviours (33%), and perhaps most importantly, insisting that tools and technology adoption is not an option (33%).
Process: Orchestrating Meaningful Change
Digital transformation requires extensive changes and modifications to business and organisational processes and activities. Delivering value by fusing new digital technology with existing systems is no easy feat. Organisations can struggle when they narrow their approach and focus on a specific redesign or automation of existing processes. Digital leaders take an all-inclusive, holistic approach and think through the broader implications. They consider how process changes will impact workflows, customer interactions and partner ecosystems. They adjust and adapt the right tools and applications so they can realise their desired business outcomes effectively.
Technology: Accelerating Intelligent Transformation
Technology adoption can create clear competitive advantage. But adoption is only part of the equation. Digital leaders accelerate their digital transformation journey with a clear vision and framework, where technology plays the role of enabler. Report findings show digital leaders identify the business problem they wish to solve and determine the desired outcome. They clearly define success metrics, establish a roadmap with key milestones, and finally focus on continuous improvement—making adjustments, and capturing feedback to deliver results.
Reimagining a Digital Workforce in a New Paradigm
Last year’s report focused on “how work gets done, who gets it done and where might be the biggest challenge organisations face in the new decade.” That statement seems almost quaint in a world where the pandemic forced organisations to shift to a near-total remote workforce. Digital laggards should heed the warning from digital leaders, who are keenly aware of the talent gaps made evident during large-scale transformation projects. This correlates with the report’s findings that 44% of survey respondents believe extensive talent structure changes are needed for their digital transformation efforts to be successful.
Developing a digital workforce that is well-aligned to digital transformation initiatives will not happen overnight. It will require a multipronged approach. A strong inclusion and diversity strategy, coding boot camps, higher education partnerships and other training and development programmes can alleviate some pain, but they’re only part of the solution.
Remote work is no longer a stopgap—it’s our new reality. While there are many positive advantages of remote work, organisations must consider the long-term effects on their workforce. The report outlines the long-term challenges of remote work, below are the top three:
- Maintaining team culture
- Networking or connecting with others
- Building relationships
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Own the Change Ahead
The COVID-19 pandemic disrupted our professional and personal lives in ways we never imagined. The ripple effects continue to reshape our world. The acceleration of digital transformation has been critical for many organisations to survive and even thrive in the new digital economy. Digital leaders are taking bold action to capitalise on opportunity and capture market share. Take ownership of your opportunity and define the vision for your organisation's digital future.
No one should go at it alone. Engage a practiced expert outside of your organisation to help you navigate your digital transformation journey.
To read the full State of Digital Transformation report, click here.
About the research
TEKsystems conducted an online survey from November to December 2020 with more than 900 technology and business decision-makers in North America. Respondents included members of the C-suite, company executives, vice presidents, directors and managers who have final decision-making authority and/or influence on their organisation’s digital transformation efforts. The sample includes a balance of decision-makers in enterprise IT and line-of-business functions across a broad spectrum of industries.