There is no doubt that digital transformation is urgent, but implementing a new model is not an easy task. Some may believe that investing in process and marketing technologies is enough to claim that a company is digital. However, these are merely tools in a movement that must, first and foremost, focus on changing the organisational culture.
Of course, systems and software are important elements that should be part of the innovation, but they should neither be the objective nor the main point. In reality, changes go beyond technology; they involve attitudes, behaviours, and approaches to daily practices, known as a digital mindset.
And when does this happen? When habits and customs related to technological innovations become incorporated into the organisation’s routine, making them natural and fluent.
Therefore, even though technology is not the central point in a digital transformation process, it is through technology that behaviours and positions will change. Thus, it is necessary to first alter the approach to technology.
What influence will it have? This should be the starting point. This is because these impacts will drive behavioural changes, even in companies that were born digital but have not undergone a digital transformation because they have not absorbed the evolutions generated by digital thinking.
This does not mean that the organisation has to acquire all the technological possibilities that the market offers, but necessarily those that are useful to the core business, that is, those directly related to the company’s flagship products or services.
The actions of the company’s top management will significantly influence the intended change. They need to acquire knowledge about digital transformation to foresee the impacts of applying new technologies to business operations. With this knowledge, the leadership can identify opportunities and threats that might affect the modification process.
David Ruiz, the CTO of Paraná Banco, explains that he was invited in March of this year to collaborate with the institution’s digital transformation. “I have a great mission, which is to transform Paraná Banco, a bank with a 40-year history. So when we talk about legacy software, we need to bring it to the digital age, which is a very interesting challenge.”
Another important aspect to be implemented is the change from a pyramidal organisational hierarchy, where areas are divided into departments and skills are confined to sectors, to multifunctional work teams.
David also shares his experience of joining the cultural transformation process midway.
“We managed to accelerate, that is, transform that traditional development from ‘oh, I have a new demand, I have a support team, and I see the bank in departments’. When we look at digital transformation, it’s basically about working to provide end-to-end solutions. So, you break these barriers, and when you do, pain points arise. That’s where the Lean challenge comes in, to focus on what’s most important and ensure this end-to-end delivery,” he explained.
Just because the revolution is digital does not mean it should be entrusted solely to the IT team. If the idea is for technology to permeate all processes, all employees and stakeholders must be part of this transformation. It involves engaging all areas in the shift from the traditional to the digital mindset.
A fundamental aspect is familiarising employees with the digital environment. This can be facilitated by adopting interactive technological tools that contribute to daily work with colleagues and business partners, creating transparency and breaking down hierarchical barriers.
The path to automation should also be considered to eliminate repetitive activities that add little value to processes. This will give the team more time to develop other tasks, including creativity, to generate innovative ideas, learn to deal with organisational processes, improve them, and manage the business.
Therefore, if your company has not yet undergone this transformation, changes are urgently needed. Nowadays, to make the customer experience personalised and streamlined, digital technologies must be incorporated into your business. They will provide a faster, more efficient, and transparent shopping journey, increasing consumer satisfaction.
Without a digital culture, your team is deprived of perceiving market movements, customer behavioural changes, and business opportunities that can provide greater continuity and sustainability for your organisation.
David Ruiz was interviewed on CTOTalks, where he detailed how he manages work routines and technology demands at Paraná Banco. Watch the full interview!
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