5 hands-on tips for transitioning successfully into the digital age
There is no escaping digitalization. But how exactly can the first steps in the right direction be taken? Helga Pattart-Drexler, Head of Executive Education at the WU Executive Academy, and Prof. Jan Mendling, an international business process management expert, have looked more closely at what really matters in practice.
Just as the binary system, which is the basis of digitalization, uses only the digits zero and one, there are only two states in the context of digital transformation: joining in or staying out. By now, all businesses are perfectly aware that digitalization has come to be a sine qua non—across the entire spectrum of industries. The problem, though, is this: While there are forecasts and grand announcements galore, a lot remains to be desired when it comes to actually putting theory into practice. A worldwide study carried out by the management consultancy Bain has found that currently only five percent of businesses are achieving the digitalization targets they set for themselves. Not really knowing what do to, many fail to take action, which occasionally results in dramatic delays and shakes even established players.
So, what are the things that really matter in the context of achieving digital transformation? In the following, Helga Pattart-Drexler, Head of Executive Education at the WU Executive Academy, and Prof. Jan Mendling, Deputy Head of WU Vienna’s Department of Information Systems and Operations, offer businesses five key tips that they should follow in order to transition successfully into the digital age:
1. Think big
Where exactly shall we start? It is not uncommon for businesses to run a host of individual projects to find answers to this question. However, according to WU Vienna professor Jan Mendling, such a strategy of small steps is anything but ideal: “Digitalization is about building competencies as well as infrastructures, and taking small steps is synonymous with making slow progress. In this context, building competencies typically refers to process management methods; as for building infrastructures, it is vital to harness the potential of novel IT solutions,” explains Prof. Mendling.
Conclusion: Rather than being addressed in the context of small-scale individual projects, digitalization must be made an integral part of the corporate strategy, which, in turn, can then serve as a basis for developing a detailed action plan that focuses on the business as a whole.
2. Do the right things instead of doing things right all the time
Digitalization is not a project but a process—understanding this is crucially important because it sets the scene for the process of rethinking. That said, businesses are frantically looking for tools that enable them to achieve digital transformation quickly, as the concept of agile management, which is extremely popular these days, perfectly illustrates. But individual tools should not be the starting point for digital transformation: “It is only after an in-depth process of digitalization has happened that focusing on agility actually makes sense. In many businesses, the systems and processes used in the past are too complex, too complicated and not integrated enough,” warns Jan Mendling, adding that businesses cannot be agile unless they have put in place an IT infrastructure that allows for useful abstraction and quick adaptation to changing realities. Helga Pattart-Drexler, Head of Executive Education at the WU Executive Academy, agrees, pointing out that making indiscriminate use of modern tools such as Scrum is thus the wrong strategy. “What really matters is to not just make a tool available but to also explain what you can and should do with it.”
Conclusion: Tools are always a means to an end and never a panacea. Hence, a thorough analysis of all corporate processes is needed before the digitalization tools that best fit in with the current structures and processes can be selected.
3. Usher in cultural change
Management pioneer Peter Drucker already identified corporate culture as an indispensable breeding ground for corporate strategy—it provides the framework for success and innovation. Therefore, you also need to focus on corporate culture if you want to be perceived as a digital trailblazer. “If the right mindset is lacking and management fails to clearly communicate expectations, a lot of the efforts that are being made will bear no fruit. Conversely, if you manage to fill people across the organization with enthusiasm and get them on board, you create an environment conducive to digital transformation,” explains Helga Pattart-Drexler. After all, pulling in the desired direction together is the key to success when it comes to going digital. “The goal of a successful transformation must also be to make processes in the organization simpler, more transparent and more efficient, and not just to digitalize existing processes,” says Jan Mendling.
Conclusion: For digital transformation to succeed in a corporate setting, cultural change needs to get at least as much attention as the digitalization process itself.
4. Unlock potential
Digital transformation is also about proactively supporting employees when it comes to thinking in terms of opportunities and keeping the big picture in mind. “Our job as executives is to highlight the many opportunities that open up as a result of digitalization. At the same time, we must allay their fears regarding change and make a targeted effort to foster the development of those competencies and skills that employees need to navigate the digital world and, most importantly, to feel at ease in the process of doing so,” says Helga Pattart-Drexler.
Conclusion: There is a new dimension to successful leadership: The more we take care of our employees, the more they take care of our clients—and business success takes care of itself.
5. Set up signposts
Delegating responsibilities, allowing mistakes to happen and giving people greater latitude—digitalization requires us to do some radical rethinking. However, providing employees with the necessary freedom of action and plenty of room for experimenting is only one side of the digitalization coin: At the same time, they need clear rules and guidelines that they can use as yardsticks. And they must have a good understanding of the broader corporate context: current business processes, the system landscape, the budgetary situation, etc.
Conclusion: In order to be able to act creatively and try new things, you have to understand the big picture and need to know where the (entrepreneurial) journey is supposed to take you. Hence, it is important for businesses to give direction and act transparently.
About the WU Executive Academy
WU Executive Academy – Executive Education at the Highest International Level
WU has been one of the world’s leading universities for over 100 years and bundles its “Executive Education” program portfolio in the WU Executive Academy. These include MBA and Master of Laws programs, university degree in business administration, university courses, custom programs and short programs. Today, the WU Executive Academy is one of the leading providers of continuing education in Europe.
In autumn 2015, the WU Executive Academy was the first and only Austrian provider to be awarded the internationally renowned AACSB quality seal for all MBA programs. Together with EQUIS and AMBA, they now have the rare and coveted “triple accreditation”.
In addition to WU, less than 90 business schools worldwide, and only five in German-speaking countries, meet the high quality requirements of all three accreditation institutions.
On average, 750 graduate students and around 900 executives, specialists and high potentials from over 75 countries are trained and further educated in the programs every year. Study trips and courses are currently taking place in over 15 countries and on three continents. The lecturers are made up of internationally renowned professors and top managers, whereby the in-service format of the programs guarantees efficient, interdisciplinary and sustainable learning parallel to everyday professional life.
One of the most modern campuses in Europe
Campus WU offers 22,000 students and 2,100 employees space and optimal conditions for working, researching, learning and teaching. The WU Executive Academy building was designed by the Spanish architects NO.MAD Arquitectos and impresses with a facade of glass and aluminum. As one of the most modern campuses in Europe, it offers the latest technical equipment and facilities that enable the WU Executive Academy to offer first-class programs.