Thoughts on Change
The pace in which technology is changing is increasing exponentially. This flux is affecting many areas of life, including businesses and the way they work. Not wanting to stay behind on the competition many companies are in the process of becoming digitally mature, knowing that the longer a company waits, the higher the cost of inaction is getting.
Digital transformation, like any change, can be executed in two ways; top-down or bottom-up. Used to old power structures and hierarchies, a big part of companies wanting to digitalize choose the first approach. Starting from the top, expecting the executives to drive digitalization, after which the change can flood the rest of the organization. However in practise, it seems that with the top-down approach there can be some resistance to the change in the rest of the organization. The second and arguably more modern method of making digital transformation happen, is by starting from the bottom-up.
Only implementing new technology won’t solve all the problems in an organization. Research showed that the biggest obstacle to overcome when it comes to digitalization, is the staff’s aversion to change (according to 42 percent of respondents, Digital Change Survey 2017). By changing the organizational culture and getting employees on board with the decision, the change can get adopted more organically and take root in all ranks/departments of the company. An important (if not the most important) part of making this approach work, is cultivating a mindset of openness to change among the staff.
Before employees embrace the changes made within a company, they need to be aware that change isn’t something to be afraid of. Having positive connotations with the word and what it means, is key. When the staff hears the word change, they should associate it with growth, opportunities and chances to improve.
In order to make people more comfortable with the idea of working with new tools or methods, it’s necessary to address their fears. One of the most common concerns employees have is being outcompeted by other members of the staff or robots/machines/AI. And while in the first case this feeling could result in a healthy dose of competitiveness, the second originates from a very counterproductive and change-averse mindset. The way to combat this way of thinking is by highlighting the possibility of self-improvement and growth brought by these new technologies or methods. As in fact, it doesn’t necessarily mean replacement, but is a way to support the staff’s creativity and collaboration.
Another way to cultivate an open mindset is by taking cues from the agile-focused start-up world. Working in an agile manner relies heavily on frequent feedback loops and constant improvement. Such mindset is in line with reducing the fear of the unknown. That’s why it’s crucial to stress the importance of feedback, but also to accept it when it comes from bottom-up. Being willing to accept critique and listen to what the staff has to say, sets a great example for the rest of the workplace. However, this requires creating a space, or even a business model, wherein employees feel safe enough to voice their opinion.
And instead of only focusing the narrative of the change on things like improvement of process efficiency, it’s also important to stress the long-term benefits. Sharing the vision and plan for e.g. the next 5 years conveys that the changes made are not part of following a trend, but part of a long-term vision that will help the company, as well as its staff grow.
So whether it’s digital transformation or any other kind of change within the company, making it successful depends greatly on how the change is perceived. When it’s from an open and positive mindset, the chance is high it will take root.
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