Digital world: 6 rules for role transformation

Digital world: 6 rules for role transformation

The impact that digital transformation has on HR and corporate management is sizeable. The way in which operational services experience their jobs and carry out their work is directly affected. Innovation and the introduction of new services are making lines of work change shape. Taking this into account, here are 6 rules to successfully support evolving lines of work.

Sociologists, organisations, and HR Directors are reflecting on these transformational changes. Digital transformation is pushing professions to go through changes on a human, social, and managerial level. For these changes to be a success, anticipation is key, as is managing in 3.0 mode, being experimental and accepting mistakes.

Professions need to adopt a new strategy

The changes following digital transformation must now meet newer requirements than these professions have ever experienced before.

The organisation’s departments are also affected by the speed at which they must carry out the said changes. Time scales are short, and it is their duty to transform quickly and shorten the time taken to respond to clients and users.

In spite of this rhythm, excellence and coherence are absolutely necessary to avoid disintermediation and to get good feedback. The service delivered to clients and users has to be excellent. The company and its partners’ whole value chain must also contribute. Making omnichannel approaches a generalisation pushes for coherence throughout the entire client journey. For example, how will a client react if a service offered online is not also available in store or at an agency?

Lastly, integrating new concepts will not only mean that digital fracture can be avoided but it will also make interacting internally as well as externally a possibility. Digitalisation is making its way into all professions and developing a new set of vocabulary with it (E-reputation, Community Manager, omnichannel, co-working, hangout, tag, etc.) as well as its own set of tools (satisfaction gauges and online questionnaires, crowdsourcing, digital working, e-workshops, MOOC, etc.)

As the successful evolution of a profession can’t be improvised in this new context, here are my 6 pieces of advice for introducing the changes successfully and without a hitch.

1. Accept uncertainty

Unlike a traditional project, a moving end-goal means that uncertainty is inherent to digital transformation. Digitalisation can make this easy with an agile approach. Striving for immediate perfection is unrealistic.  Perfection is constructed over time, by accepting that the initial vision may not necessarily be the final and accurate one, and that the end-goal can also be fluid.

2. Manage complexity

The world of transformation by definition is unstable and speed is everything. Digital transformation is a multidimensional project with potential various impacts and can lead to in depth re-evaluation. It is vital to know how to manage this complexity and to evaluate the culture and maturity of the company driving the changes, particularly with regard to its managerial and human dimension.

3. Bring out the talent

In digital transformation, it is important to create the right conditions for a truly cultural and human transformation. Above all, we are dealing with a process centred on human beings. In this respect, bringing out talents and managing them constitutes not only an opportunity but also a real challenge. But also knowing – once the rush of the transformation is over – where best to reposition these talents in the organisation with the right level of recognition is also important.

4. Appoint the Manager 3.0

We are really looking to put the personnel’s initiative at the heart of the project so that new generations, fed on technology, can facilitate the team’s immersion into digitalisation, how to work in a network, etc. The evolution of the management method will bring us to appoint the Manager 3.0, which is really the soul of this transformation. This guarantees that all the specific issues and managerial, human and social impacts are taken into account.

5. Managing Digital Platforms

Technology is a key component of digital transformation by limiting overlaps and promoting agility. technology, and more specifically digital platforms are instrumental in the success of a digital transformation project, in the sense that it reduces overlaps and redundancies between people and processes, as well as promoting agility.

6 – Generate and develop digital culture

The Management’s solidarity and commitment to the project will condition the outcome of the digital transformation. There are two real approaches here: creating an internal start-up; pushing professions to generate new ideas. Or, progressively bringing all the professions together, paying particular attention to the Management’s cohesion and coherence.

As you will see, introducing changes within professions requires us to adopt new working habits and a new collective intelligence. But nothing is impossible, and here you have everything you might need to succeed in transforming your lines of work.

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