Understanding Digital: creating your own path
18th may 2016. The digital world has brought important changes in how we relate to each other and how we work. It is important to point out that both spheres are brought together in a new work environment characterized by people who are connected through technology and, increasingly, through collaborative work, understood as sharing and building resources together.
However, and despite how meaningful this new scenario is, a recent study by McKinsey states that digital transformation is still not a priority for many companies.
The claim by this consulting firm is based on interviews carried out to a large number of directors in large companies who recognize the business potential that lies in digital transformation (see graphic) but admit that their companies are “little or no more digital” than they were only a few years ago.
The risk of standing still while everyone else is running
Still more worrisome is the fact that, according to this study, only a third of the executives interviewed recognize the influence of the digital in their business, making them face a transition process towards technology filled with challenges. A road strewed with analogical stones.
Among the greatest barriers cited by directors in order to become ‘digirati’ is the lack of digital talent and leadership, both in executive positions and in terms of digital competency among the rest of the workforce.
There is also “a difficulty in understanding the complexity of the new digital ecosystems” and adapting business to their vertiginous speed.
A liability that can become very expensive
McKinsey has no doubts: companies that leave aside their digital transformation will only reach 20% of their development potential.
On the opposite side of the balance, corporations who “spearhead” the assimilation of digital strategies show a very different behavior and are, in fact, leaders in their sectors in terms of attracting and preserving digital talent.
The main result of this is that they can afford to have teams with high added value, aligned under a same corporate culture of innovation, and that they know how to move more quickly from one business to another. In short, they are able to take on more risks and innovation.
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