Digital transformation is not a stand-alone initiative, but a continuous journey for adapting to the digital new normal of the dynamic business world.
The shift to digital cuts across sectors, geographies and leadership roles, and it is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. Digital Transformation is the change, but on a grand level, at the level of the system, differentiate in terms of the end result on a systemic level. Doing digital is perhaps about taking a few change initiatives or adopting some new technologies, but being digital is the state of flow, the state of balance, the state of delight, the state of zest, and and the state of maturity. Here are five characteristics of the state of being digital.
Hyperconnectivity: Digital blurs the geographical, functional, organizational, and even industrial borders nowadays. The enterprise is nothing more than a ‘switch’ in the network lattice of the ecosystem. Hyperconnectivity brings both the abundance of opportunities and unprecedented risks. It requires people, especially business leaders to see things from the broader lens and enable the organization to approach the flow zone for improving its adaptability and accountability. Reality will not be still. And it cannot be taken apart. Traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to achieve the strategic organizational goals collaboratively. The aspect which matters is to ensure that the enterprise is connected to all the appropriate ecosystem, lattice or otherwise, touch points, for improving information flow, idea flows, and thus, business flow. The digital ecosystem is complex and volatile, being digital is the state of interconnectivity. A simple variable can be both cause and effect. Thus, for complex problem-solving, understanding context is often the first and critical step in framing and creating the relevant context to make lasting business solutions.
Dynamic balance: Digital organization and its ecosystem are open, nonlinear, dynamic, and adaptive. It consists of being able to break away from the static, or being proactive. Either for individuals or businesses, if you stick and restrict, you cannot be dynamic. Unlike the closed equilibrium system, the digital business spontaneously self-organizes; generates patterns, structures, and layers; and above all, creates novelty over time. It becomes complex if things do interact, particularly in the case of "nonlinear" interaction and interdependent relationship. New generations of digital technologies such as social platform or other collaboration tools are enabling not only the structured processes of the past but also the unstructured processes of the digital enterprise, to balance both formal and informal organizational structures for improving business adaptability and fluidity. Organizations have to strike the multitude of digital balances which impact with each other in order to achieve a state of flow, a state of zest, and a state of harmonization.
Innovativeness: Organizational innovativeness is the innovation competency of the business. It is particularly important in the digital ear with abundant information and advanced technologiesecause the future of work or running business will not be mere automatons, but continue to discover, differentiate, innovate, and be disciplined. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. Businesses need people who are passionate about exploring new opportunities to work at the heart of the enterprise to awaken innovation and build competitive business advantages. Digital leaders must realize that proactive innovation management and continuous adaptability are necessary for achieving the higher-than-expected business result. Innovation is a high mature digital capability which needs to be built via disciplines, structures, processes, and practices. They should set guidelines to frame innovation, build the standard to scale up, multiply innovation effect, and keep the business moving forward steadfastly.
People-Centricity: People are the most important asset in any business, but often the weakest link, at the past, today, and in the future. One of the key determinants of whether an organization can move to the digital new normal is the digital maturity of its people. People have to be ready for moving to a fluid structure, dynamic state and adapt to the complex digital ecosystem. The business management needs to understand and recognize that everyone plays a "piece of the pie"; encourage “teamwork,” and giving everyone a voice about how the organization and the people in it can prosper and thrive. Digital delight has a multifaceted perspective of building the people-centric business. Employee delight is about creating a positive and creative working environment in which sharing and collaboration are the new normal, focus on problem-solving, autonomy, self-discovery and innovation. Customer delight is the management approach to understand outside-in customers’ viewpoint and involve customers in customer-centric innovations. It’s also the emotional imprint left on a customer who attributes the right, positive, and memorable feelings produced by experience to a business.
Digital transformation is not a stand-alone initiative, but a continuous journey for adapting to the digital new normal of the dynamic business world. The digital organization is a dynamic system which needs to continue evolving and adapting. High mature organizations are moving solidly from doing digital via applying digital technologies to going digital and reaching the state of being digital via expanding both horizontally and vertically, across all business dimensions to optimize underlying functions and processes, build business competency and improve the organizational maturity.
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