From her firsthand work experience, Gennifer Caesar recognized the lack of knowledge encompassing the importance of using digital tools to increase operational efficiency. Transforming from that early realization to becoming data-driven and closing operational gaps can appear daunting. In this article, she expands upon the inhibitions and negative self-talk her company, Vivalytics Consulting, encounters every day and provides remedies you can take to overcome them on your digital journey.
Having been in the research industry and a consultant for over 10 years, I have observed a common problem: organizations are often averse to and behind in adopting technologies.
To this day, I still encounter organizations that utilize manual processes to track key records and facility tasks, or worse, do not have an organized, centralized plan to manage accordingly. One might wonder why, in an age where we see digital technology being applied in almost all areas of our lives, these organizations are slow to adopt digital transformations.
Before exploring the “why,” having a definition of “what” will lay the foundation to answer that question. So, what is digital transformation? My definition of digital transformation (DX) is the process of integrating digital solutions that significantly change how a business operates and achieves its goals. The definition in and of itself identifies the main component of this growing problem: change. The fear of the unknown can often cause us to hold tightly to misconceptions rather than being open to possibilities. Let’s explore some common misconceptions centered around changing how organizations operate.
1. “We’ve always done it this way.” – In my experience, this statement has been more common than any other. It brings to focus the uncomfortable nature of changing processes that have seemingly worked and that have been mastered by employees. The thought process behind this statement is that if it isn’t broken, why spend time trying to fix it? The reality is, simply because something has been done a certain way for a long time does not mean it can’t stand to be improved. A digital transformation strategy would identify the improvement areas of current processes and design a plan to improve those areas with the right digital solution. Additionally, it would be able to provide a way to measure how effective the changes are in order to make adjustments in a timely manner.
2. “That sounds expensive. Is it really necessary?” – Budgetary restraints can be a real nemesis when acquiring a digital solution. Often, even if an organization knows they need a solution, it must make dollars and make “sense” to upper management. The justification and buy-in needed from the financial gatekeepers can delay adoption. Additionally, there can be a disconnect between the value added from adoption and the upfront costs. Even if an organization is interested, they may not see the immediate value or potential return on investment, so they quickly shoot down a digital technology because it is deemed “too expensive.” With clearly defined goals and key performance metrics, the value of investing in a digital solution will most undoubtedly pay for itself down the road by reducing errors, streamlining processes, and easily managing workloads.
Although understandable, believing these misconceptions can be crippling to an organization’s advancement and reduce the opportunity for innovation and operational efficiency.
3. “This is going to cause more work.” – As with the adoption of any new solution, yes it will require more initial effort on the front-end. However, the goal of digital transformation is to reduce the overall amount of effort on the part of the end user in completing their regular tasks. Proper strategy and training of staff and stakeholders will change the way they complete their tasks and should be reflected by less effort needed and less mistakes made. For example, tracking a savings solution by manually entering data, could take anywhere from 30 minutes to 2 hours or more, depending on the amount of data, the number of interruptions, and the process for reconciling missing info. Applying a digital solution that not only changes the tracking technique but also allowing for immediate reconciliation of missing info would significantly reduce the amount of time it takes to measure and report, as well as minimize human error.
4. “We aren’t sure what we’re looking for just yet.” – Often the decision to acquire software or a digital solution comes from the top of the organization, without clear direction on how to go about doing so. The caveat is that the facility or site may not know what they are looking for in order to decipher between one solution and another. Additionally, there may be no one within the organization that has the understanding or time to undertake a project of this magnitude on top of all their existing responsibilities. The journey may begin with a web search and lead to some demonstrations, but then not enough is known to make a decision or there aren’t enough resources to undertake a digital transformation at the time. Finding a great resource to focus on the solutions that would best fit your organization’s needs would mitigate the burden of time and expertise when seeking to employ a digital transformation.
These misconceptions all stem from the fear of the unknown. Although understandable, believing these misconceptions can be crippling to an organization’s advancement and reduce the opportunity for innovation and operational efficiency. As a transformation consultant, I truly understand the importance of the work we do, day in and day out. If we have the opportunity to improve how we do our work, we can pave the way for more discoveries and advancements which benefit our business. Digital transformations will lead us into the new age and, with proper strategy and implementation, will give everyone the knowledge, skills, and desire to achieve operational efficiency.