Organizations understand that digital transformation plays a fundamental role in staying competitive in an evolving business landscape. As a result, the potential benefits of such a monumental overhaul are hard to ignore. Most companies were either planning or in the midst of implementing some digital initiatives across their organizations. Then\u00a0suddenly, the COVID-19 pandemic plunged the business world into the largest digital transformation project \u2014 whether or not companies were ready with a strategy, a process, or even an inkling of where to start.<\/p>\n
When thinking of digital transformation, organizations generally envisioned a complete metamorphosis through technology \u2014 bringing reliability and efficiency to the business. But months into the crisis, they realized their expectations of a digital transformation were starkly different from its reality.<\/p>\n
As restrictions ease\u00a0and companies emerge from the pandemic to restart projects, many realize the need for a well-managed digital transformation\u2014not one borne from necessity. But before they do, they must learn to effectively manage expectations and discover the most practical applications of digital transformation to suit their business.<\/p>\n
Expectation: Digital transformation is a one-time project Adopting new digital solutions is a complex process that requires buy-in from all levels in an organization. It takes months, even years, of planning, strategizing, preparing, training, and implementing. However, it doesn\u2019t end there. Critical to the success of any digital transformation is constant evaluation and optimization of the technologies used, to ensure they continue to deliver value to the business. Technology regularly evolves, and so do businesses. Creating a culture of innovation and making digital thinking central to the business will future-proof an organization\u2019s digitization, even in the face of a global health crisis.<\/p>\n Expectation: Digital transformation will be welcomed with open arms While those in the driver\u2019s seat of a digital transformation initiative can see the value in the changes being made, not every person in the organization will share their vision. There is an inherent fear of change. The introduction of new technology into an organization is often met with some level of skepticism, anxiety, and indifference. Obtaining buy-in at the planning stage is critical, not only from the top but across departments and through all levels. To decrease the resistance to change, put management and users at the center of the endeavor and engage them in the process. When everyone has a say in how the digital transformation is adopted and directly benefits from using the tools, they are more likely to readily adopt them. An organization that is supportive and entirely onboard with the transformation efforts will almost guarantee its success and continued evolution.<\/p>\n Expectation: Digital transformation is a business solution
\nReality: It is a continual journey\u00a0<\/strong><\/p>\n
\nReality: Not everyone will be on board<\/strong><\/p>\n
\nReality: It is a tool for business transformation<\/strong><\/p>\n