PARTNERS ’ PERSPECTIVE become agile and flexible , often referred to as digital nimbleness .
The way forward is to build multiple types of digital training programs across the organisation . In addition to training employees with digital skills along their functional job roles , they can also be offered
digital skills training outside their functional roles . This will help them to understand the multifunctional and cross siloed approach of digital transformation .
Another important initiative is to build skills in business areas that are the most impacted by digital transformation . Since digital transformation impacts existing job roles and helps to create new ones , communicating new career paths and skills progression based on experience , are another important part of the internal initiatives .
Technology resources
Post pandemic , all industries , and all organisations , have experienced an increase
The way forward is to justify expenditure for digital transformation with the business outcomes delivered .
in the usage of digital technologies . On the other side , shortage of IT and technology talent can dampen the enthusiasm of most digital transformation initiatives . The reasons for shortage of technology and business subject matter experts in an organisation can range from cultural to siloed thinking of the management .
A short-term approach of building skilled resources in low code type of digital transformation solutions can only go so far . The real benefits for an organisation are gained by developing the complete gamut of skills required to manage digital transformation initiatives of any complexity and scope .
The way forward is to build a continuous program of developing digital skills and culture across the organisation that helps in positive roll out of a digital transformation initiative . Such a continuous program of skills development and enhancement requires management support and a medium to long term vision for improvement and transformation .
Risk averse
In some organisations , the work culture does not reward change of routine and day to day processes and operations . Such organisation cultures are risk-averse and may believe there is no benefit in changing tried and tested work practices . In such organisations change management has to be actively and expertly managed .
There are multiple options for CIOs to manage the way forward . The first is to align with business heads and assess the possible cultural bottlenecks in the progress of digital transformation . Next is to align the progress of digital transformation with business outcomes and benefits .
Managing change and the resulting business benefits from the change also needs to be clearly demonstrated and communicated across the organisation .
Siloed teams
Every organisation has its share of inherent silos that have an ongoing impact on processes and decision making . In day-today business , over a period of time , siloed ways of working get accepted . However , during digital transformation , teams that have been used to working within department walls and boundaries , find it difficult to change and adapt with the rest of the organisation .
This can have a negative impact on building the digital transformation strategy and its actual implementation and can be particularly destabilising when working across department siloes if there is inadequate preparation to overcome these challenges .
The way forward for CIOs is to clearly identify the roles of team members , their ownership in the success of digital transformation roll outs , and accountability and contribution towards success . •
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