Future workforces will be unrestrained by boundaries , time zones or language , but creating the optimum environment requires digital transformation . Here , Clare Johnston , CEO and founder of digital talent specialist The Up Group ( recently acquired by AMS ), explains why we need to start at the top .
When it comes to digital transformation , what skills should businesses look for ?
Today , you ’ ll struggle to find a business that doesn ’ t think it ’ s in some part digital . Companies that are really committed to going through transformation start with having boards and CEOs who are strategically bought into going on that journey .
Then , I think it ’ s important to decide what digital transformation means for an organisation . It can be internal supporting systems and processes , or external customer experience and proposition or both .
Usually , it ’ s about understanding the business strategy with the CEO and then seeing how that translates to a data-led organisation .
Organisations are usually run by smart , capable boards . They understand the business strategy and the problems they need to solve . What they don ’ t have is a fully formed vision for how that translates into an actual organisational structure with leadership roles . What does each role look like ? What structure does each leader need under them ? It ’ s about translating business strategy into a talent strategy with defined leadership roles .
What impact has the pandemic had ?
COVID-19 has acted as a catalyst for digital transformation . Businesses with a strong high-street presence have temporarily had to go digital-only . The pandemic has fast-tracked transformation road maps by several years . Organisations have had no choice but to do it to survive .
There have been two impacts . Traditional , multi-channel businesses have understood that they are neither set up , nor able to drive this level of digital adoption . So they ’ ve had to bring in skilled product / data / tech people to upskill their organisation .
Even for pure-play tech businesses , some sectors have struggled ; for example , travel . Revenues have fallen to zero overnight and they ’ ve gone into severe preservation and cost-cutting mode .
However , some sectors have flourished . For software as a service ( SaaS ) organisations , particularly those in productivity , collaboration and communication , business has boomed . We ’ ve also seen healthtech and edtech businesses grow exponentially , with plenty of hiring .
We ’ ve all accelerated our digital understanding
Is this digital awakening here to stay ?
This year has left an indelible mark . The ways of working have changed and we ’ ve seen a huge shift in sentiment from both traditional and pure-play businesses about the way their companies are run , particularly around teams and remote working . I don ’ t think we ’ ll ever go back to working in the office five days a week , for example .
We ’ ve seen this from a talent perspective , with companies positively embracing distributed teams and remote working . Organisations that used to be constrained in getting top-tier tech talent because of geographical boundaries and having to ask people to relocate are now rethinking this . They now understand that they can have executive teams based internationally , as long as people are willing to travel .
So from a workforce and engagement perspective , I don ’ t see us going back . We ’ ve dispelled the myth that everyone needs to be in the office .
Second , everyone has had to engage with services online , whether making doctor ’ s appointments , or buying food and other goods . We ’ ve all accelerated our digital understanding and engagement . We ’ re all going to love going back to the high street in some form , but the pandemic has proven that technology , from an enablement and delivery perspective , is here to stay .
So will we need a new type of leader ?
Progressive and future-thinking leadership has always been needed , and this is even more the case now . Leaders who can embrace the accelerated change that has been forced upon us , and roll that forward in a sustainable and scalable way , are the ones who will succeed . Those who go against that tide – their time has passed ; I don ’ t think that works anymore .
Leadership needs to be agile , responsive and ready to adopt new ways of thinking and working .
It ’ s about translating business strategy into a talent strategy
What advice would you give leaders around digital transformation ?
If any leader is still thinking “ should we invest in digital transformation ; should we change ?” – there ’ s no question anymore . It ’ s about how to do it in the right way .
Those still taking a conservative approach should look at the businesses that are falling . This is the world in which we now live , and it underscores the need for business leaders to recognise the value of doing things differently . We have to look at ways to build companies in an efficient and scalable manner .