The rejection of change is, in many cases, the main reason why companies do not embrace the digital transformation. It's not the product. It's not the price either. Nor the project itself. The management of uncertainty, the adoption of new technologies and the emergence of new professional profiles, put stress on the entire organizational structure. According to Gartner, only a third of digital transformation initiatives are actually successful, 16% show mixed results and half of them end in failure.
Change management is a discipline of project management that deals with leading individuals, teams and organizations through organizational change. Change management uses a combination of psychology, information technology and business solutions. The digital transformation is undoubtedly a paradigm shift for organizations, and you are most likely in that half of failed projects if you do not lead your team through this transformation. The key, experts say, is to put the focus on people. As Frank Calderoni, former Cisco CFO, explains for CIO magazineMake sure you are thinking about the implications of what you are trying to change for people. You have people who will help you change and people who will resist. It's about minimizing those who resist and maximizing those who help you. This means that rather than focusing on the short-term results of implementing a solution, success will come as soon as the organization adopts change as part of its business culture. It is true, however, that this is easier said than done. Here are three tips for successfully managing technological change in your organization.
Dedicate resources. It's important.
Make sure that when you decide to start a warehouse automation project, implement a new solution for fleet control, or renew your ERP, include in it the times, people and tools that allow the organization to know the project, how it affects them and how it will be operational with the new solution once implemented. Your human resources department plays a fundamental role in ensuring that your organisation's talent accepts this transition in order to incorporate new technologies and allow a correct flow of information between the people in the organisation and the project.
2. Open Source Change Management
According to a Gartner report, 70% of organizations use top-down change strategiesi.e. led and orchestrated from the direction. According to Gartner, this way of managing change is not appropriate in modern organizations with much flatter structures. To increase the chances of success, companies should adopt more open-source approaches in which employees are included in change strategies and actively participate in the process.
3. Training as a vehicle for change
"Training is key to helping people become familiar with the new tools, think differently and successfully carry out a digital transformation.
JAVIER GARCIA Senior Consultant _b firstin bytemaster
Training is an unavoidable consequence of a process of change and, if well executed, can mean the difference between the success or failure of a digital transformation project. Javier García, Senior Consultant at _b first in bytemaster, explains of his experience doing training at home of customers who have recently implemented the ERP _b firstWhen people in the organization understand the value of the change they are about to experience, when they see technology as a tool that facilitates their work and does not take it away, the training is much more effective, richer and motivating. Training is key to helping people become familiar with the new tools, think differently and successfully carry out a digital transformation.
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