In recent months, COVID has USA WhatsApp Number List the trend to telework (for jobs that can afford it), and this trend is not about to stop. Of course, we are no longer confined but we will have to live differently, work differently and for a long time (the time to find a treatment or a vaccine for this virus). This situation tested the modes of governance but also the resilience of the company’s information systems for three main causes: allow business continuity allow employees to lose as little humanity as possible, remain efficient and productive while staying away from the workplace continue to satisfy its customers and consumers who also adapted

their purchasing habits and their relationship to consumption. If this crisis has anything good, it is to have convinced the last ones who still hesitated, of the need for the company to proceed to a real transformation to continue doing what it exists for: “creating value” . The digital transformation must be approached by companies according to 4 axes The governance Governance must be the primary driver of this transformation. If top management is not concerned or does not properly understand the challenges of digital transformation for its company, its customers, its market and its sector of activity, this transformation will not be possible. Digital acculturation must take place from the highest level to the most operational level

The Employee Experience

for the company to be truly imbued with a new culture. Customer experience The primary target of a business is the customer and today no consumer target works without digital. The company must therefore adapt to offer it a new customer experience. Involving the customer as much as possible in the upstream phases of developing new tools to improve their experience can considerably reduce the risk of these tools being rejected. The employee experience Providing a new experience to the employee is essential. We have to talk about digital internally. We need more transversality in the company, bring about collaboration,


make the employee adhere to the culture. It is important to remember that the consumer who has changed his habits is also the employee in the company. The latter has a vision equal to that of the consumer, he also has expectations and needs vis-à-vis his employer. You have to be able to meet your expectations. This involves the obligation to review management methods and review the way employees work together, because the very essence of work is changing, a direct consequence of the crises and transformation that we are going through. Technology If the information system as a whole (IT architecture, application and

Customer Experience

functional mapping, etc.) is not involved upstream, there will be blockages in the implementation of tools. There are two important parameters to take into account: on the one hand, the architecture of the company must be adapted or capable of supporting the tools to be integrated and, on the other hand, the tools must be adaptable and modular, flexible and ergonomic so that the unfamiliar can use them easily. In a period where we are working more and more from a distance, this point is fundamental to allow a rapid handling of the new tools and technologies that will be put in place. Digital transformation and strategy talk to each other

and are aligned Important questions must be asked upstream in order to be able to set up a good digital strategy: What can I do in relation to my business as usual to better respond to my customers and serve them better? How do I create disruptive offers or invent a new way of serving my client? However, to survive you have to do both simultaneously: optimizing your existing business models with digital and inventing business models that break with digital. To invent business models that break with digital technology, we must not give in to the temptation of wanting to do something new with old. To go fast and well, you have to

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