Common Failures In Digital Transformation Projects

• Eating the elephant in one bite: This classic mistake happens in those companies that have a will to change and have the resources to carry it out, but that nevertheless do not have a clear objective to achieve or adequate indicators to measure their results. A great example of this is the failure of General Electric with its digitization project using IoT technology. This project stands out for being one of the biggest failures of a large company in the United States. Despite investing hundreds of millions and employing thousands of professionals, the results were not at all satisfactory, attracting market pressure on them. The bottom line is: set achievable, measurable, and high-impact goals.
• Neither with you nor without you: Sometimes, the mistake is made of thinking that digital transformation is an entirely separate unit from the rest of the company and this, of course, generates severe structural problems and resistance to change. Any transformation is a path that everyone must know to reach the end. Either we involve those who “want to improve,” or we will have lukewarm support at best.
• It is not a country for older people: Sometimes, one of the leading causes for digital transformation projects to fail are department managers who do not see the global benefits that digitization has for their department.
  The inability to see the global benefit and only look at your departmental results is a huge handicap, and it happens more often than we think. Digital transformation requires an understanding of the objectives, acceptance, and collaboration by the resources involved.
• I want to, and I don’t understand: On other occasions, the problem is the lack of understanding of the transversality of the transformation. Some managers want particular results with particular technologies. In reality, this would not be a transformation since it does not produce new changes in the department’s business model or the companies. The addition of technology or new processes supposes an optimization of what already exists but maintains doing things, and the fundamental transformation goes through a new vision.
• Going to the mountains in sandals: A classic, all digitization is a journey that we must take, which will not be easy. Therefore, we must prepare the necessary things: for the desert water and sunscreen, for the mountains good boots and warm material, for the jungle repellent insects. The same happens with Digital Transformation projects if you want to avoid failures. You have to surround yourself with experts in different areas, have a project office versed in cross-cutting solutions, have well-fed dashboards, etc.

Basics When Starting To Scan

In order not to lengthen the article, I would like to finish not talking about why the digital transformation fails but reviewing those things that will help us avoid those failures. A shortlist of basics that will accompany us on the journey to achieve the digitization of our organization:

• Predispose your organization to change.
• Create a roadmap and communicate it.
• The trip you are going to make is not set in stone. Prepare to do it by adapting to the possible necessary changes.
• Be clear about your travel companions. It would help if you never embarked on a company of this size alone, so building a team to match is essential.
• Measure, measure, measure, and you will conquer. You have to see how you progress, not only in “the project” but also in its impact on the organization.
• Understand the scope and impact of what you want to do. A long journey is made in short steps.

I want to share with you this link so that you can take a small look at companies that have failed in their Digital Transformation and some of their mistakes. The experience accumulated by others is information that can facilitate us to achieve success in the digitization of our organization.

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Digitization As A Lever For Change

The digitization of society (economy, markets, relations between governments and citizens.) is a challenge. Business relationships are being transformed, and relationships between companies and employees (talent) are being redefined at a breakneck pace. The so-called Third and Fourth Industrial Revolutions have put concepts such as smartphones, sensors, Big Data, Artificial Intelligence, or the Internet of Things in our lives. The arrival of these technological innovations is accompanied by new business models (fundamentally platform models that connect markets like never before), changes in operational processes from the automation of many parts of the value chain and a shift towards the so-called Economy of the Data.

Challenges In Digital Transformation

The digitization processes and their changes represent a great challenge for all those involved, from consumers and workers to companies and institutions. Synthetically, we can observe the following challenges for each of them:

• It is expected that the pace of technology adoption will not slow and will accelerate in many organizations. Processes such as the adoption of cloud computing, Big Data or electronic commerce (among others) continue to be aspects of high priority for the management of companies. In addition, we are witnessing a significant increase in interest in automation, process robotization, artificial intelligence or the Internet of things.
• Automation, coupled with the COVID-19 recession, is creating a “disruptive” scenario for businesses and workers. Technology adoption is transforming tasks, jobs, and skills. A high percentage of companies are ready to redefine their teams due to technological integration, and many have already opted to outsource specific business processes for specialized jobs.
• The number of jobs that will be affected in response to the changes will be high, and the new jobs are likely to outnumber the jobs that will gradually disappear, but at what rate? Increasingly redundant roles (repetitive tasks) are likely to decline, and new professions will emerge. This will be one of the significant challenges we will face as a society: ensuring that displaced jobs are widely compensated with new roles more adapted to the new division of labor between humans, machines and algorithms.
• Skills gaps continue to be high as the skills most in demand across all jobs change rapidly. The skills that companies increasingly demand are essentially technological (data science, programming, AI.) and include critical thinking, analytical skills, or problem-solving.
• Likewise, skills around self-management, active learning, teamwork, resilience, stress tolerance, flexibility, communication, change management or adaptability continue to be more relevant every day. Companies know that a high percentage of their workers will require a skill upgrade in the short term, and most business leaders expect employees to acquire new skills.
• The future of work is here for most service sector employees who work in digital environments. Many organizations have initiated projects to rapidly digitize their work processes in this environment, including a significant expansion of remote working. In this case, the underlying challenge revolves around variables such as productivity and well-being, the need to create a sense of community, ensure adequate connection and not reduce the feeling of belonging. Using digital tools to provide collaborative work is one of the main challenges posed by the shift to remote work.
• The war for talent has already started. Many companies begin to have severe difficulties finding adequate resources in their projects, not being able to form the necessary teams of people to carry out all their tasks.

Our Process For Digitization

Having raised these challenges, what possible actions can we take to respond to the challenges? Essentially, betting on people, on talent. Knowledge is one of the essential assets of 21st-century organizations, and “human” and humanistic talent will help us take advantage of the immense capabilities of Technology.

Without intending to be exhaustive, we can work on several transformation levers (or vectors):

• Define a transformation strategy. Prepare the journey of change through a project-based approach with agile methodologies. Foster a culture of the Minimum Viable Product (validation by clients) and Design focused on human needs (human-centred Design). In short, an obsession with the customer, with a customer-centric vision.
• Bet on improving our ability to function in the digital economy and think about tools. We need “human” capacities: listening, empathy, transparency, continuous communication, honesty, tolerance, flexibility. People as protagonists of change because they are the ones who activate projects.
• Collaborate, cooperate, co-create. Promote transversal networks and new roles (capable of energizing groups, building and sharing knowledge, managing digital teams.)
• Diagonalize” information and companies: break silos and work in cross-project teams.
• Bet on organizations that make decisions from data, maximizing the available information and exploiting it.
• Combining data with context and with people’s talent brings us closer to the collective intelligence (wisdom) that technology can use as a lever for transformation. Data-driven decisions bring us closer to accurate results.
• Build a culture of continuous learning. Learn and relearn. Bring anticipation to the talent field and be able to anticipate needs. Attract talent as a strategic objective.
• Lead by example. More “flat” companies, in which the relationships are more fluid, more oriented to the agile and flexible approach of new projects ( digital leadership ).

Once the steps have been defined, it is essential to assume leadership in this digitization process. We are not waiting for change but anticipating creating a short, medium and long-term strategy that allows us to develop all the talent in our team and add more skill to continue growing in the future.

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Choosing the right IT partner is a fundamental process because their performance will directly impact the success or otherwise of the digital transition projects that are addressed. One of the success vectors of these is the alignment of technology and business so that the starting point in this task must be to understand that the partner that is chosen cannot be limited only to the field of ICTs. Your proposals must always be linked to the current and future needs of the company’s business.

This means that the interlocutors with the partner will be those responsible for technology and those for business and the different departments. A proactive IT-Business ecosystem must be built with continuous feedback. And, from the first contacts, jointly assess internally the impressions received regarding whether the partner under examination understands the company’s challenges.

From Savings To Cost Optimization

The partner’s knowledge and experience in new technologies that accelerate digital transformation are essential when considering their collaboration proposal. But at present, there are other issues to consider. When negotiating the relationship with the candidate to be a strategic partner, it is essential to determine their ability to prevent and minimize excessive costs and optimize them.

This is because the technology to be integrated is no longer going to be based only on traditional hardware and software resources. Still, many of them will be consumed in the cloud, and their optimization is key to avoid cost overruns. The optimization of IT costs now is inseparably linked to the need for increased productivity and launching competitive products and services. In the new economy, changes are continuous, and these three concepts must be measured regularly to verify their validity or the need to move to another IT and business strategy.

Productivity And Meeting Objectives

The volatility of the current scenario demands to have strategic IT and business partners that are clear that they are no longer protected by long-term contracts but by productivity and achievement of objectives. Therefore, who must add its merits when considering its agreements with manufacturers to obtain discounts or advantageous IT licenses to its capabilities to optimize resources in the public cloud—and all this while adhering to what the business needs.

Whether IT investments pay off depends a lot on systems administration and maintenance of the IT infrastructure. A continuous review and fine-tuning must govern both tasks through auditing and implementation or deployment of services. Contracting Managed Services as they cover the entire life cycle of business technology resources means leaving the growth and IT innovation of the company in the hands of professionals.

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Switch To Smart Gatekeeping

It goes without saying CCTV surveillance is a norm today in societies but you could consider upgrading to smart CCTV cameras with AI-enabled motion alerts with two-way audio and mobile control for heightened security.

For real-time, automated gatekeeping, choose an intelligent society management app like MyGate that works on a passcode verification system where only guests, visitors with a one-time secret code can get authenticated on the guard’s app to gain entry.

This is a fail-proof way to ensure that there’s no congestion at the gate, no need for pen and paper registration, and no unwanted visitors can approach as residents can check in real-time and approve or deny entry through the app. Admin can mark guard and staff attendance remotely through the app as well.

Streamline Accounting Through A Single Digital Platform

Managing resident and society documents, maintenance bill generation, targeted invoicing apartment and tower/block wise, and consolidation of outgoing and incoming payments can all be easily handled on a society management app since it comes with an embedded accounting suite that can customize accounting templates and preconfigure formula according to your needs.

There are supportive features like collection, arrears, defaulters reports and penalty charging mechanism can ensure timely payments without having to physically run around for collection as well as reduce manual accounting errors. Residents can pay via the app through integration of mobile wallets, net and digital banking.

Managing committee members can prepare annual P&L reports, integrate GST calculations, and other necessary accounting analysis (with Tally integration). Digitising your accounts instead of using disparate tools like a calculator, Sheets, reminders, etc., and simplifying all financial activities on one society management app makes sense. Apps like MyGate are available on a subscription basis at highly affordable rates and customizable features. Besides, they use private cloud storage and state of the art data encryption so that your information and data remains protected at all times.

Automation Of Amenities

A digital calendar with a transparent slot booking system can make it possible for residents to book clubhouse, gym, swimming pool, conveniently online so that there’s no reliance on ‘first come first serve’ system and no one gets to overuse the facilities. Admin can preconfigure the number of slots per apartment per month as well. No matter the size of society’s amenities, amenities management feature in ERP apps helps in maintaining and managing them smartly to avail optimum use and member satisfaction.

Complaints Management Streamlined

Residents can lodge a complaint in-app by raising a ticket which gets assigned as per the right category (plumbing, electrician, waste management, etc.,) and members can check the status online (open, resolved, queued), and re-raise in case of dissatisfaction.

Parking Management

Guards are able to retrieve vehicle owners in case of improperly parked vehicles and receive dynamic updates in-app regarding availability of visitor parking spots through pre-fed slot numbers and incoming/outgoing vehicles.

Value Added Digital Features

Residential gated communities using society apps, get contactless deliveries from trusted vendors like Grofers, Zomato, Swiggy, and emergency health services from Portea and Nightingales StanPlus as well as discounted health check-ups from M-fine. A group communication feature enables online survey, polling, meeting schedule and important announcements through a digital noticeboard.

Instead of using expensive access control systems or multiplicity of mass market software for specific purposes, you could simply invest in a society management Enterprise Resource Planning app, like MyGate which can offer end to end solutions to every administrative, financial, security, communication and asset management needs.

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The digital payments They will play a crucial role as the economy goes digital to connect consumers with service providers. And it will also happen with banking services. We have gone from having to go to a bank branch to open accounts, deposit money, order transactions at the windows to do all of this from our computer or our mobile phone. A radical change that users are getting used to and that is gaining ground. The convenience of being able to review operations, make payments, review our investments and banking movements from home, at any time and any day of the week has improved the experience of many and has a strong impact on daily life because they are activities that we carry out frequently. Machine Learning, with chatbots or bots that learn from these user experiences.

Digitization is a constant and unstoppable challenge for banks, not only to adapt to the needs of its users but also to face its limitations. It demands to offer products and services safely at any time, any day, in real-time and from anywhere. The migration of services and data to the cloud (cloud banking) plays a prominent role in this process, it is one of the technological trends facing the banking sector. Each entity must exhaustively plan its digitization process, identifying which is the most convenient for both it and its clients. It is about offering the best service, but it is also convenient for the entity’s managers to take advantage of these new functionalities that cloud banking allows.

Some of these solutions not only improve the customer experience but also extend the digital tools that are available to bank managers and commercials and increase the efficiency of internal processes. In many cases, the cloud provides information that is generated using artificial intelligence and that the entity can collect and analyze.

Cloud banking provides new applications, new services that improve competitiveness but also helps to understand the needs of customers, with changing requirements and characteristics, which favors competitiveness and the commercialization of personalized products and services. All without forgetting the necessary safety standards and adjusting to current regulations.

The sector concentrates the storage of its data in the cloud in four providers: Amazon (AWS), Microsoft (Azure), IBM, and Google. For all of them, the cloud financial sector is one of the great engines of growth.

Microsoft includes the Pentagon among its clients, after taking the mega-contract to store their data in the cloud after a tough fight with Amazon, but also Banca March, one of the banks to implement a fully cloud-based sales management, or Santander, with whom it has a multi-year agreement for its cloud services and artificial intelligence data management. Amazon serves Mapfre or BBVA, among others. IBM has developed specific cloud technology for financial services from Bank of America and also collaborates with Banco Sabadell. Lloyds Banking Group has signed a collaboration agreement with Google Cloud to promote its comprehensive transformation program towards the cloud, as has Liberbank.

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Indeed, a good part of our business fabric was already to a greater or lesser extent ‘transformed’, whether through the digitization of internal processes, online sales, or customer service through chatbots or apps. But the new transformation of companies, the next great wave of change, is the one that has to do with their employees, with people. For instance, many companies have started to look for more innovative outplacement services

Telecommuting has overwhelmed us like a tsunami. Even large companies that already offered it as an alternative to part of their teams were not prepared to have the entire workforce work from home and support all processes remotely. Not to mention those who had not yet wanted to hear or talk about this type of work. And this, in addition to the productivity challenges related to the technical part, also entails others that companies must be able to overcome: how to maintain and nurture the trust and commitment of the teams, which, let’s not forget, are their raw material more important.

In the new digital transformation of companies, the next great wave of change is the one that has to do with their employees, with people.

But the wise say it already: every crisis is an opportunity. So the smart thing now is to take advantage of the acquired strengths to build our future on a stronger foundation, capable of facing uncertainty scenarios in the face of an increasingly changing reality. In the post- COVID-19 era, it is not only about adapting the production or supply chain, but also, and above all, the management of human resources and internal communication. The relationships between company and employee have completely changed, and if we do not know how to incorporate everything that worries workers, we will surely lose their loyalty and commitment, which is what makes us strong.

But where do you start? Maybe because of the flexibility. In society, there was already a clamor that demanded the long-awaited reconciliation of work and family.

However, being flexible is not only offering work models adapted to personal circumstances or working hours at the employee’s choice; it is also to be quick and efficient in adapting to any change that may occur, inside or outside the company. Fast and efficient. Good commitment management will ensure that the entire team is willing and prepared to adapt as many times as necessary, not because of imposition, but because of a sense of belonging and business culture.

Collaboration as The Key to Change

These changes may be so great that, as a company, we can no longer remain the same. Many are already rethinking their entire business or a part of it. If survival is to become something else, we have to be aware that in this scenario, the professional must be online and prepared with all the tools at their disposal (technology, training, resources) for the new situation, so that we can paddle together.

The kingdoms of taifa are over, which for years have built walls between the different departments. The internal collaboration will continue to be a critical factor in the new business reorganization. And collaboration also from doors out, because we may not be able to make that turn on our own and we need to join other companies, investors, or acceleration organizations.

But, above all, collaboration with society in general. Carbon footprint, recycling, local production, social commitment to employment. The consumer of any product or service, increasingly, becomes aware and demands that these come from companies that do not harm the environment, society, or the general economy.

Companies are a key element in society, and during these two months, we have been seeing many of them work together to alleviate the social, health, and economic consequences of the pandemic. But this does not end with the coronavirus, as there are still very important causes to fight for: human rights, employment, climate change, equality, zero tolerance for corruption. It is about seeking a purpose and making sure that all staff commits to the cause, freely and independently.

All this is only possible through a leadership model that transforms, from within, all members and interest groups towards a common goal, generating co-responsibility and making each one of these people grow. And of course, based on technological tools that allow us to analyze behaviors, offer interconnection tools, make tasks more flexible, and communicate.

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