Digital Transformation for Chiefs and Owners. Volume 1. Immersion. Dzhimsher Chelidze

Чтение книги онлайн.

СКАЧАТЬ as will be seen below, there is nothing new here, all this is combined with the basic methods of change implementation.

      Digital maturity is the ability to use digital tools to achieve key performance, or more precisely, to shape a better value proposition for customers.

      Among the various ways to measure the level of digital maturity I can distinguish the RANHiGS technique. It includes seven assessment areas and describes their maturity levels.

      – Digital culture

      The level of organizational culture supporting the processes of continuous improvement and innovation, change management.

      – Frames

      Compliance of personnel with competencies necessary for successful work in the digital economy.

      – Processes

      Application of process management practices: process optimization methods, lean production, design thinking. Process analysis, monitoring and continuous updating.

      – Digital Products

      Analysis of existing products and activities with them. The product is a solution to the user’s need, carrying value for the latter.

      – Models

      Use of information models in the organization, their constant updating, validity and inclusion in processes.

      – Data

      Access to the necessary data in real time with the necessary level of security. Completeness and quality of data for decision making.

      – Infrastructure and tools

      Access to modern digital infrastructure and ensure operation on all types of devices.

      My focus in my work is more on:

      – industry and company performance versus competitors;

      – the use of modern technologies and work with data;

      – working with operational processes, including their optimization;

      – approach to project management and implementation of changes, creation of products;

      – human Resources and current organizational development.

      An example of my approach can be seen in the second book in the chapter on digitalization strategy.

      Organizational changes in digitalization

      For example, in my practice there was a case when the company changed its organizational structure three times. Smart plans came from Moscow, orders were issued, posts were renamed. However, did something change in the work on the ground? No!

      Just the paper was one step further from life. Well, some were «optimized».

      What kind of changes should digitalization and digital transformation lead to?

      – Transition from complex hierarchical structures, that is, transition to 3—4 levels of management – from the general director to the master of the site.

      – Review of policies, structure of units, number of staff and complexity of procedures.

      That did not imply a reduction in staff, but a redeployment of staff to improve efficiency.

      People must be sure of tomorrow. Only then will they accept the changes and be willing to share ideas.

      – New roles, functions and needs for new competencies and skills emerge.

      Currently, there are no employees who have all the necessary skills. And there are not even requirements for new roles. It is necessary to consider this.

      – Change of organizational. culture – new approaches to personnel management, new system of values, withdrawal from management from the position of force and punishment, fines.

      Transformational change will require more skilled human resources that are highly mobile and do not adopt outdated management models.

      Here you will have to combine softness and discipline, to be able to fairly punish and manage employees depending on their level of «maturity». In my opinion, this is one of the key issues. We cannot go into anarchy or, on the contrary, into dictatorship. Which means you have to learn from the CEOs.

      Skills are needed to manage staff using both financial and non-financial motivation. The use of financial motivation alone is very inefficient, has short-term effects and leads to stratification within the company.

      Additionally, most importantly, you can’t change culture without changing the first people. If the Chief Engineer can’t use the IT system, but charges everything to 1—2 engineers and asks to print help – it’s just fiction and money in junk.

      If you implement a complex asset management system to verify the execution of the budget, and all «opponents» just punish, then the approach to planning repairs from this will not change, but the turnover of personnel you provided.

      In addition, it is necessary to actively work with external innovations, launch a large number of pilot projects. Why? Because it tells you that you’re willing to take risks and experience experiences, even negative ones. It’s important to be able to accept it, to analyze it, to learn, not to blame it. Then competences will be not only in the company’s reports and knowledge bases, but also in people.

      Middle management must be actively involved in the change process. Many projects do not achieve their objectives at the level of middle and technical management. People are busy with their linear activities and do not know how to manage projects. As a result, we get combined resistance. Breaking this cycle is difficult, but necessary.

      At least 30% of the people engaged in innovation have to undergo special training. This helps to form a common vision of where the organization is going, as well as to avoid conflicts and thoughts from the category «again something was invented above, now they will move and let’s go back».

      Possible models of digitization and transformation

      It is possible to digitize one of four models.

      – Informal model

      Someone at the company is doing the numbers for some reason. For example, the department of repair or maintenance began to implement digital tools and did it successfully. The downside is that the model does not cover the whole organization and the full potential of technology, but for many companies it becomes the starting point.

      – Centralized model

      The head of the organization or board of directors understands that digital technology and digitalization are very important for the company. They hire the CDTO, assign it a large unit, empower it – and it digitalizes the company.

      The vast majority of companies in Russia are at this stage with an IT or Transformation Director at the head.

      The advantage is that you can coordinate the movement СКАЧАТЬ