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Lights and shadows of digital transformation.

Has COVID accelerated the digital transformation?.


Presentamos el paradigma denominado transformación digital en el marco de la llamada Industria 4.0., como un título postergado por referentes ejecutivos que no justifican un ROI positivo asociado con las inversiones en servicios y tecnologías. Por el contrario y en apenas dos años, visualizamos un tímido o acelerado avance poco planificado estratégicamente de la disrupción tecnológica, principalmente en áreas relacionadas con la comercialización, logística y facturación entre otras.


We present the paradigm called digital transformation within the framework of the so-called Industry 4.0, as a title postponed by executive referents that do not justify a positive ROI associated with investments in services and technologies. On the contrary, and in just two years, we visualize a timid or accelerated advance of technological disruption, mainly in areas related to marketing, logistics and invoicing, among others.

We could affirm that there are fewer and fewer discussions about the technological and operational advantages when talking about Industry 4.0: Artificial Intelligence, Internet of Things, Process Robotization, Data Science and the Cloud. However, we continue to discuss why digital transformation projects are still not prioritized in annual business agendas and goals.

The reasons for the slow process in the initiatives, will be associated with an immature market to face leadership of innovative projects, which not only seek to incorporate technologies, but to do the job differently. We are talking about encouraging to discuss and begin to define strategic agendas or digital roadmaps that mark the path towards innovation in business management with added value in the short term.

Currently we find a high percentage of managers and business leaders who are not aligned with the above and willing to get out of the comfort zone to think about the challenges generated by digital and organizational transformation. As well as a large part of those responsible for IT and other strategic areas, they are content to continue maintaining traditional systems to only meet the economic goals set for the year.


Perhaps today's leaders still do not see innovation as a real driver of change in the organizational structure and sustainability in the business model. An increasingly agile, robotized and interconnected digital and informational present, which generates volumes of data that can only be managed with intelligent technologies.


However, the COVID, made some companies had to drastically and not strategically transform part of their business models to meet traditional sales, billing and logistics, adopting technologies and redesigning processes to meet the needs demanded by the pandemic.

In view of the above, questions to be explored for the coming year arise, citing the following questions:

  • Do the companies that have initiated digital transformation programs have associated strategies and plans for the next few years? If so, where are the innovations directed: cloud infrastructure, IoT, robotization, artificial intelligence, data science.

  • Companies that have not yet taken the step towards the analog switch-off, consider initiating their first agendas and projects associated with digital empowerment and transformation in the short term. If so, what is holding them back: technical, economic, political resources.


At www.MarceloBieito.com strategic consulting for digital transformation, we work focused on the short and medium term, attacking the hard and soft layers in companies to generate results and transformation indicators. Continue reading the article at: lights and shadows of digital transformation.

Lines of action: The proposal is focused on strengthening and organizational transformation to generate value in the business areas. The approach has two lines of work, one dedicated to strengthen the hard layers and the other to innovate in the improvement of processes, incorporating new technologies in the so-called flexible layers.


Hard layers: The objective will be to ensure that tasks operate as they should, framed in processes that flow within the systems and the respective business areas. We are talking about strengthening change and continuous improvement processes, improving organizational communications, working on the systematization and integration of systems to align them with business policies. We will also question the convenience of continuing with current suppliers, systems and technologies associated with the generation of production, services, maintenance and other tasks associated with the value chain.


Through the construction of quarterly improvement plans, we will seek to maximize productivity, service efficiency and the achievement of business objectives. The different audits by business areas will allow us to detect opportunities for improvement, which will then be addressed in the projects associated with the flexible layers.


Flexible layers: In parallel with the work dedicated to the hard layers, 30% of the time will be allocated to work on innovation and the future of the business. How tasks could be redesigned by working on micro projects associated with management, processes and technologies. For example, we talk about incorporating robotization of repetitive tasks or business analytics.


Without going too deep when talking about innovation, we find a wide range of opportunities, ranging from artificial intelligence to optimize the use of IoT (Internet of Things) smart devices, to knowing how to make the most of information repositories or real-time to generate dashboards that help in making decisions intelligently.

Work proposal: Operations management support consulting for digital transformation in business.

Work plan: The consulting activities include: communication with executives, managers and operational areas; technology solution providers, search for new solutions in the market adapted to existing structures; team building; preparation of strategic agendas and transformation projects, among other scopes to be defined jointly with the counterpart.


Generation of micro applications, systems integration and data analytics.


Deadlines: Deadlines do not exceed the operational year, with deliverables to be defined by quarter, associated to indicators and results.


Dr. Marcelo Bieito

Diciembre, 2021.


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