Digital transformation - where to start?
In my opinion, the main task of digital transformation is accumulate an intellectual asset, and not optimize the operating system, as many tend to think. Knowing your assets is where to start your digital transformation.
It is a pity that many people now underestimate their intellectual assets. When it comes to intellectual assets, the idea for a billion and a lawn with unicorns comes up (Unicorn is a startup valued at $ 1 billion and above).
I don't believe in the billion dollar idea. And even a million. From my personal observations, what brings a billion is a set of ideas and actions, built in a certain order, 80-90% of which were worked out and disposed of in a timely manner.
And if you scrape the bottom of the barrel properly, then you will surely find the accumulated unique experience in each company, which allows it to generate new ideas and do it faster than competitors. And this whole experience is an intellectual asset. It is very good when it is systematized and accumulated. It is bad when it is only in the head of the owner. It is a disaster if it is in the minds of employees or managers.
Therefore, when transformation is a complex task, then you need to start with people. In particular, with the ability of managers to systematize the accumulated experience, discard unnecessary, invent new things and create an intellectual asset. And these are different abilities that are difficult to get along in one person.
Once again about the problem we are solving.
The tasks that we solve may fundamentally differ in approaches to their solution.
I would distinguish 4 categories:
- Effectively managing what we have is one task.
- To destroy the old, to create the new is another task.
- Coming up with an idea that will make a qualitative breakthrough is the third.
- Breathing life into an idea, taking it out of the laboratory and putting it on track is the fourth.
Further, the life cycle of tasks is closed.
Each task requires at least different competencies and psychotypes. Because destroy and create at the same time can only be interviewed in an attempt to impress.
The problem is not being solved at the same level at which it was created.
Typically, companies hire responsible and reliable people who are able to play long-term and manage the asset (the first task). Only now the problem is not being solved at the same level at which it was created and during the transformation period, at least three more people will be needed, two of whom may even get out of the established culture of the company (at first glance).
The decision is not as difficult as it might seem - honestly identify strengths your management team and apply as directed. And then complement the competency gap.
Just compare the task and the capabilities of the manager and answer honestly - is he the one who creates the asset or the one who manages the asset? Is he good at long or short distances?
Maybe you should take a closer look at people who, at first glance, “don't fit” into the existing job profile and culture of the company?
Maybe it is easier to outsource a one-time task, rather than build up competence, which at the system level will become a rudiment?