In this second installment, we continue to analyze the main errors that should be avoided when developing a digital transformation process for any company. As mentioned in the previous article, it is not simply a question of delegating this whole process to a group of people, it requires involving the whole team, as well as making a true transformation that affects the material and spiritual aspects of the company. The remaining 5 errors are as follow:
When the digital change is undefined, initiatives often focus on improving today and not on implementing financial resources, systems, and specific plans for real transformation. A key question would be: Is this process really "transformational"? Look for structural investment. If that doesn\'t happen, it\'s very unlikely that your business will actually transform.
6. Fixed minds
A fixed mindset is one of limited abilities and fixed-minded people are not in learning mode. Organizations must learn to develop a growth mindset to build an innovative culture that thrives and is successful. A growth mindset embraces the idea that new skills can be developed through intelligent learning, good strategies, and input from others. Those who embrace this mindset see challenges as opportunities to grow and evolve, and are resilient even when faced with failure.
The transformation towards digital is more about doing than planning. Organizations can be caught up in endless cycles of paralysis in the face of analysis, slowing down the transformation project. To combat this, organizations should institutionalize Lean Startup thinking at all levels, as it encourages experimentation on top-down planning. This approach aims to quickly and iteratively build an innovation so that it becomes a "minimum viable product" that can be launched to customers and then through feedback, maintain its evolution.
Companies should not be swept away by the exaggeration of the "next big novelty". Ideally, companies should focus their attention on reinventing their industry through a collection of technology tools. Transformation is not about the next big deal. "Target unmet needs: the needs of the market and customers that our industry has never met before," Raskino recommends. "Use technology tools collectively to invent solutions to do things that no one could do before."
9. Cultural blindness
The work culture is one of the biggest barriers to scaling digital transformation and is often perceived as something big, difficult to handle and unchangeable. However, attributes that can be cultural barriers for some, can make things easier for others, so organizations should focus on resetting purpose and beliefs to drive cultural change. Use shortcuts, some can be implemented in less than 48 hours, so that culture goes from being a barrier to an accelerator.