It is no longer time to question the opportunity to transform, but to question one’s ability to do so.
Large organizations are being heckled externally by market disruptors and internally by new work cultures. From a collaborator’s point of view, digital transformation translates into:
• An injunction, a perception of a winning or losing company in the digital age;
• A professional/personal daily life in strong evolution, with its advantages and disadvantages;
• A saturation of meetings, emails, and a loss of efficiency;
• New tools and emerging uses;
• An evolution, or not, of the ways of working in the daily life.
Transformation approaches can no longer be limited to promoting and training people. These levers are inefficient and costly. Other approaches are possible and this begins with the implementation of change management systems that include the keys to success of an agile approach : learning by trying, measuring to evaluate factually and then replicating proven success keys.
Digital has already been introduced in our meetings and communication methods. In 10 years, it has facilitated communication, but on the other hand it has multiplied, to saturation, the number of received messages and the number of meetings. The obtained productivity gains with Digital have reached at its peak.
Today, the question is whether or not Digital has a positive impact on the company and its employees. Our experience in contact with hundreds of companies shows us that without transformation of uses, the arrival of new tools generates more negative effects. We share with you this state of the art, which is enriched each year to feed your reflection and help you define the right transformation process. This is probably the first message to remember: there is no approach that does not require regular evaluation and adjustment.
The Lecko team continues to make progress in the development of transformation levers that are easy to apply throughout the company. By making workplace data easily accessible, we are entering a new era to support transformation.
Transformation initiatives can no longer be limited to promoting and training people. These levers are inefficient and costly. Other approaches are possible and this begins with the implementation of support systems that include the key success factors of an agile approach: it is about learning by trying, measuring to evaluate factually and then replicating proven key success factors.