Digital Transformation is not a Digital Matter

Digital Transformation is not a Digital Matter - People Development Network
Digital Transformation is not a Digital Matter - People Development Network

Digital Transformation is a natural evolution

With “Digital Transformation” we usually indicate the progressive changes induced by the rapid spread of digital technologies (social media, mobile devices, Cloud Services and APP) in our everyday life: at school, at home, at work, everywhere…

Digital Transformation’s Social Impacts

The digitization of media, tools and information is gradually “refining” our ability to process a large amount of data and to build in very short time new relationships between information.

The digital transformation in this moment allows us to accomplish financially and banking transactions, to buy and sell items and services, book and share resources (cars bicycles offices rooms and more) in total autonomy.

The progressive simplification in data processing and in transactions execution is pointing out new models and new techniques to analyze problems and find appropriate solutions: simple useful replicable. This transformation is a natural evolution of biological and cultural systems.

Our thoughts behaviors and actions become “digital objects” that we can replicate imitate modify and distribute.

Social networks allow us to create our website blog or radio/video channels … they allow us to organize ourselves into groups sharing values standards experiences and projects, enhancing in this way the spread and impact of our contribution to the group.

Of course, this transformation is not evenly distributed and this carries the risk of creating further social gaps between those who got access to digital services and those who haven’t it. It is not a simple challenge: give everyone the opportunity to access knowledge is to accept that knowledge is a commons and it should be handled like that.

Digital Transformation’s Business Impacts

The Impact of Digital Transformation in the workplace is evident from several points of view … here I outline only those in which I have direct experience: personnel management, project management, and management of business information systems.

In recruiting personnel – the digital transformation has emerged over 10 years ago and is rapidly evolving: initially we used the business social networks such as “book of business cards”, by networking hundreds of thousands of people and CVs. The head hunting agencies and HR departments of companies can freely tap into a resource DB structured, perhaps not always reliable, but directly updated by the owner of that information, and not by third parties. In addition, through integration with other data from other programs, our profile is enriched with contents concerning our work, our personal approach to problems and our own results. This focus on skills allows us to be more effective in evaluating and selecting candidates.

The project management is changing in tandem with the spread of solutions accessible via the web. If 10 years ago to implement a project management system we spent tens of thousands of Euros, today we can use e-collaboration platform, customizable by companies at a very low cost. These e-collaboration systems are also accessible ‘outside the office walls’ making work extremely flexible. The hierarchical structures based on a sequential division of labor are giving way to networks and groups, in which the classic hierarchies disappear to the benefit of the assumption of a “peer to peer” responsibility by every member of the working group.

Finally, today it is hard to even to outline the boundaries of business information systems: social media are having an impact on internal and external processes. Many companies have already included in their “corporate network” providers, employees, customers, consumers … industrial automation (e-Manufacturing) allows the data exchange with plant and equipment, improving production efficiency and effectiveness of maintenance. Many companies are deploying quality control systems that run even after products have left the factory, the shop … and are in our homes, in our offices, in public spaces.

My personal experience in this Digital Transformation

Because my work is closely related to information and communication technologies, I have co-implemented many digital solutions in these last years. The most interesting results are emerging in the field of education and organization, with cultural projects for schools and for companies (Augmented Didactics, cc2.0).

The Augmented Didactics is the application of augmented reality in the field of training and education, using Digital Media to implement and spread new approaches to education: Gamification and Project Based Learning.

The Augmented Education is inspired by the general principle that each of us learns with different times styles steps and ways … and, for this reason, we necessarily need to have different tools and environments to facilitate our own learning.

Where I have implemented Augmented Didactics formats, they briefly become a “practice” and the people who have participated in these cultural projects are able to develop new solutions, to evolve and adapt this practice to their needs… Because The Digital Transformation is not a Digital Matter.

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Paola De Vecchi Galbiati
I'm a programme manager experienced in innovation and change management for small and medium companies across several sectors... with a strong background in new products and services development and ICT for multinationals in Europe, Asia and the USA. My experience includes management, executive and consulting roles for companies such as Univer, FILA Sport, and Carrier. I have been involved in such areas as marketing and design processes, portfolio and process re-engineering and business coaching. My innovation approach is focuses on helping organizations see the big picture so that all parts of the organization can create value and something truly innovative to help them succeed.
Paola De Vecchi Galbiati

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