Digital adoption – going digital starts with the workforce

Advances in technology, software and business models have become commonplace in today’s fast-changing world. For years now, many companies from virtually every industry have been experiencing radical changes in their core business operations. Steering this trend are the digitalization champions who are causing a stir on their customer markets with new ideas, relying as much on analytics as they do on customer feedback for further developments, and thus making the right decisions faster.

They are thriving in this regard because they have something that their less successful competitors do not – a mindset not dominated by insecurity and fear, but by curiosity, open-mindedness and the ability to spark enthusiasm. The industry leaders are working with the same software and apps, they’re just using them better. This is down to them actively pursuing a culture of digital adoption, which is key to achieving lasting success in today’s digitalized marketplace.

Although he could never have guessed what the 21st century would bring, writer Antoine de Saint-Exupéry years ago penned an idea that accurately describes what digital adoption is all about: “If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”

In other words, the objective is to develop a positive attitude toward extensive changes. This calls for a shift in perspective from the problems encountered toward the goal set. Indeed, this is not just about warming to digital technology. There is a comprehensive change and adoption process that takes place, empowering staff to

• Recognize the potential of new technologies
• Master and make full use of new business processes, technologies, applications and digital channels,
• Understand the reasons for and the advantages of process optimizations,
• Perceive new digital tools and methods such as agile teamwork not as a hindrance, but as a necessary step for innovation and improving customer satisfaction.

User adoption vs. digital adoption

User adoption is the yardstick for how willing people are to use and the extent to which they actually use a new computer program or service. Besides the design of the application itself (practical functions, clear structure, etc.), a high level of user adoption primarily depends on targeted support being provided during use.

Digital adoption, in contrast, describes the extent to which staff are prepared to welcome the digitalization of processes and acknowledge the resulting potential of new tools, systems and forms of technology. The more willing staff are to adopt all things digital, the more likely they are to view user adoption as their contribution to their company’s competitiveness – and thus to its success.

Changes with such far-reaching effects for the workforce do not take place overnight. This is no sprint – it’s a marathon, in which managers take the lead and set the pace. After all, new tools, systems and forms of technology will only be accepted in an environment that promotes and continuously demonstrates a willingness to welcome change with all its consequences. This is easier to achieve if

• Experimentation is encouraged and a positive error culture is put in place,
• Staff receive continuous training,
• Software and hardware with the best possible usability are used,
• Knowledge is viewed as value that increases when shared,
• Staff are encouraged to take the initiative and collaborate in agile teams,
• Both business analytics and user feedback form part of a continuous improvement process.

This ideal scenario is far removed from reality, however, as a survey by the International Data Group (IDG) confirms. Although 91 percent of the companies surveyed worldwide had adopted, or had plans to adopt, a “digital-first” business strategy (i.e. a strategy to change internal processes, the corporate culture and staff skills), only 37 percent were actually putting their ideas into action. When it comes to going digital, the majority are still therefore hesitant to take the plunge.

There are many – and sometimes valid – reasons for this, including budget constraints or an urgent need for action in certain departments. The problem, however, is that digitalization projects that are primarily technology-driven and ignore the associated cultural transformation tend to underestimate the influence rolling out new systems has on staff working habits. This means little or no attention is paid to the very people whose acceptance or skepticism ultimately decides the fate of a company’s digital transformation.

At the end of the day, it is the staff who are to work with the newly introduced programs and new tools so that the entire company benefits. Yet this relies on them enjoying using the new solutions and supporting the changes because they recognize the advantages and are keen to make the most of them.