When company culture and digital transformation projects are focused on the same goals, success tends to follow. Too often, however, digital change projects happen in a silo. Businesses invest in exceptional solutions for innovating processes and driving profitability yet struggle to scale because they don’t take culture clashes into account.
If individual contributors and decision-makers from the business units don’t understand the value of digital transformation, they won’t be motivated or equipped to play a significant role.
Company culture can stall digital progress when:
- People lack the skills to harness the potential of new technologies
- Employees resist change or are too busy to learn how to do things differently
- Teams aren’t motivated to contribute business optimization ideas
- Executives don’t understand the ROI of proposed new solutions
- Business units can’t see beyond inflexible legacy systems
What can you do to prevent these issues from derailing your digital transformation program?
Essentially, digital transformation is about updating systems to optimize processes and support people and customers better. It’s also about solving operational headaches and reducing risk. And in a dynamic marketplace, it involves giving everyone the tools to respond swiftly to new opportunities and challenges.
You may believe whole-heartedly in your digital transformation goals, but if these are not framed in a way that resonates with the rest of the company, your plans could soon fall flat.
Here are some best practice recommendations:
Tie digital goals to business goals
Digital transformation goals have to be linked to larger goals—like improving customer service, winning market share and/or retaining top talent—for everyone to be on board. It’s about finding common ground, so all functions can plan their operational strategies around the same desired outcomes.
Involve end users
With all the hype in the media about automation taking over jobs, employees may be wary about new digital initiatives. Encourage staff to share ideas for how automation and other tools could support them in their day-to-day roles and this could shift their mind-sets and accelerate the uptake of new digital solutions.
As employees are typically end users of the process automation solutions developed within an organization, it’s essential to get their buy-in as early in the development cycle as possible. These individuals also often have valuable business optimization ideas to contribute. Capitalizing on their ideas and advice from the beginning can help to speed up digital adoption and ensure the solutions delivered meet user expectations.
Collaborate across departments
For cross-functional process transformation projects, encourage business units to work together to find a digital solution that works for everyone. This way, departments are unlikely to duplicate development efforts. A unified approach can facilitate better knowledge and data sharing, breaking down barriers and encouraging cohesive thinking.
Take your cue from DevOps
In order to deliver tangible benefits early on, create a DevOps-inspired environment that supports the continuous delivery of high-quality digital solutions. Agile and easily scalable technologies like digital process automation (DPA) allow you to optimize more processes, more quickly, through accelerated internal application development efforts. This allows you to deliver the solutions your business units need as swiftly as possible, so they can experience the value and continue to support overall digital transformation goals.
Democratize application development
Low-code platforms help to reduce delivery times by allowing people outside your IT department to work on application development. This could help ease the burden placed on IT to meet snowballing demands for process automation solutions in your organization.
As digital solutions become more pervasive in all areas of our lives, there are more employees entering the workforce who are very comfortable using technology. Often, these individuals are technically savvy enough to use a visual integrated development environment to build and modify process automation solutions, without writing complex lines of code, while IT provides the guardrails.
IT and business unit leaders could work together to identify the individuals across your organization who have a deep understanding of how specific processes work, as well as the aptitude and ability to contribute to digital asset development in a low-code environment. This can drive true process-driven transformation, rapidly, in your organization.
Gather and act on feedback
Once applications, digital forms and workflows are deployed, set up a system for gathering user feedback. In the low-code environment, assets can be updated swiftly, in line with responses, to provide an optimal user experience. This approach makes end users feel like they’re a valued part of the digital transformation process. It also helps to drive continual improvement efforts that meet business expectations.
Dispel concerns over automation
In processes where high volumes of manual tasks are automated, employees may feel displaced. You could view this as an opportunity to redefine their roles or involve them in training, with a positive impact on the business.
Those employees who are open to learning new skills and taking on new responsibilities, such as reviewing and approving tasks that have been automated or building their own automated workflows from templates, will be a valuable asset to your business and your digital transformation initiatives going forward.
You know your digital transformation is positive for the company—it's time to get the rest of your company on board. So start collaborating, creating, and improving with an easily integrated digital process automation platform like K2. Contact our team to learn more.