A key reason why true remote working isn’t being implemented, is due to management culture. The case for remote working has been proven; it is the people who are the biggest barriers.
In Digital Transformation, the implementation of technology is hardly the first milestone. The journey stretches far beyond technology. It is the way we work that is no longer working.
Organisations’ failure to sustain the pace of technological advancements stem from the shortcomings and lack in foresight of management teams. We were promised that digital would revolutionise the workplace the way it has done our personal lives. However, I question why the universal use of mobile devices have not had the predicted growth effect on true remote working.
There is a fundamental lack in pioneering leaders with a willingness and capability to spearhead necessary change. There is an obvious, world-wide, digital skills deficit due to a complete lack in employee training, caused by this dereliction of duty by business leaders.
This is where change needs to start.
Regardless of their age, individuals adapt technology fast in their personal lives, while organisations are much slower. Although the argument thus far has been generational difficulties, I cannot agree with this.
Many people over 60 are fluent in technology use and some can even code, and there are people in their 20’s who don’t know how to create a story on Instagram. This redirection of blame lets business leaders off the hook, while their poor shepherd-ship is clearly responsible for their sheep not making way in the field.
This is merely the beginning; I believe there is much more depth to this problem.
What if it’s our way of working that impedes progress and transition to efficient digital working?
What if work as we know it
no longer works?
Corporate practices, planning, structures and KPI management belongs to an Industrial Age, and is most probably as a whole inconsistent with the behaviours demanded by the digital age. The strong focus on legacy technology needs to be balanced out to include legacy human practices. Digital tools themselves are irrelevant without the human element.
Anyone can introduce a new IT system – but as new digital organisational models come to light, it is leadership that needs changing.
We are at the intersection of paths between a new digital economy or an obedience to the traditional world of work. It is the decision between one or the other that will determine our place in the future of work.
As business leaders, we are obliged to cast aside legacy strategic frameworks, processes, relationships and values. We need the courage and willingness to step into the unknown and challenge every aspect of tradition.
Digital Transformation does not start and end with digital tools and solutions, it encompasses the in-depth redefining of work itself.
With this in mind, the collective focus of the DIGITAL HQ Group of Companies vests not only in the adoption of digital tools, it also includes a strong focus on the transition of change. Contact us and let’s talk about how we can create effective and sustainable change in your organisation.
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