Digital transformation: More human than meets the eye

by | 24/10/2017 | Digitale Transformation | 0 comments

Brain follows heart: Digital transformation is far more about people than it is about technology.

Even if some would like to see it otherwise, human beings in the process of change often behave less rationally than expected. Decision makers, who are all too often inclined to shy away from acknowledging the “human factor” as their most critical strategic resource, may be inclined to give priority to the technical possibilities of the transformation. That is an oversight, however.

Wash me, but don’t make me wet

Whoever in the business context is making the transformation from analogue to digital should complement their business skills with an understanding of the dynamic of human behavioural skills. Seen from the behavioural science approach, human beings are complex systems, and they may well behave irrationally, to say nothing of unpredictably!

All power to the minority

The best news first: empirical studies show that the majority of employees are willing to cooperate with change processes. This is particularly true if they believe that the others around them – management and colleagues, for example – are all pulling in the same direction. Yet studies also make a case for the fact that even as few as 20% of s company’s employees who are uncooperative are capable of de-railing a planned change process.

«transformation processes don’t exist in a vacuum, nor are they technically detached from human beings.»

Patrick Samson, Expert for Digital Transformation and Change Management, Brain & Heart Communication

Trust me!

A key asset to designing successful and sustainable business transformation is known as “belief management”. Management’s “new behaviour” invariably plays a critical role. The call to change in an organisation must, above all, take the employees’ perspective into account first. Do “those on top” actually do what they say they will? Can I, as an employee, trust what they say? Clearly top management’s belief management credo must also be as follows: “I say what I mean, and I do what I say.”

But for now, DIGITAL!

To effectively and efficiently use the media reach and make belief management effective, the company does well to install digital communication and cooperation platforms. They are designed to help the involved parties maintain behavioural norms that are critical to the success of an up-and-coming change.People first, the digital follows. More about the economy of behavioural principles and transformation will follow in subsequent blog articles.

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