How roles, competences and tools evolve in digital transformation era: new technologies mean new challenges and opportunities for all the companies’ divisions. A digital journey that can be faced only through openness and sharing.
INSPIRATION, VISION, STRATEGY
KNOWING THE COMPANY AND ITS CONTEXT, TAKING INFORMED DECISIONS
Today, conducing an economical organization means first of all defining growth strategies by understanding how digital transformation is changing market and clients’ behavior. To reach business goals, it is fundamental also to understand what the best technologies are: indeed, the engine of change is innovation, and the CEO has to give to the company the push to innovate along three directions: offers development or renovation according to new competitive scenarios; entry into new markets; new clients’ acquisition. Innovation is fundamental also because it generates a positive impact on company image, now in a direct way.
Billing more and reducing costs and the operative complexity also implies being supported when choosing and implementing the best technological solutions from who knows and understands the market, competitors included. Triggering the digital transformation that will lead the organization to move as a function of the real market and clients’ needs, by elaborating new services and business models, implies the instillation of tools and methods that allow all the company levels to get visibility and transparency on processes.
Company innovation passes from the goals identification to be reached once the market vision is clear. The technological component almost always represents just the enabler of a series of transformations necessary first of all at organizational level, and at the level of responsibilities (or better of accountability) in a choral movement that use new types of collaboration. The goal is creating new and more performing solutions that help the expansions into one’s own market the growth by entering new markets. In this sense, digital technologies are a bridge between the status quo and the goal to be reached.
EFFICIENCY, PERTINENCY, VALUE
SALES & MARKETING
FROM TRANSACTION TO RELATION, FROM TARGET TO PERSON
Sales & Marketing division declared goal is to increase its company sales using communication and commercial tips to differentiate its positioning on the market and to verify that the strategy is operative on every engagement channel with the client. Since it is judged according to the increase of the new business and customer satisfaction, CMO needs to be constantly updated on the technological development and how it impacts on consumers’ choice.
Fundamentally, the approach of marketing towards audience radically changes: the audience can’t be seen anymore as a simple target. Communicating means addressing one person: listening to it, understanding it, convincing it, winning his/her trust, strengthening it, making the relation different in relation to competitors. Digital technologies are at the base of this transformation: from analytic systems to marketing automation platforms, passing through new touch points through which both client and company can keep in touch; all the new tools join in the creation of an ecosystem where needs of one part and the goals of the other part find a balance thanks to mutual understanding.
Listening tools and platforms for building and keeping a relation with clients, fed through the engagement and interactive communications, are essential. Having a partner that provides for support in the use of tools for the analysis of sales – by helping Sales & Marketing division understand the real market needs and implement them – is fundamental not only to develop new engagement modes with a winning time to market compared to competitors, but also to understand trends when talking about fruition and use of its products.
ORCHESTRATION, EFFICIENCY, SUPPORT
THE NEW ROLE OF TECHNICAL DIVISION: FINDING THE REAL INNOVATION
The infiltration of digital technologies at any level of the company imposes new safety and efficiency standards in the orchestration of technological platforms. For years, CTO and CIO held the toolbox, the professionalisms to maintain systems and to intervene in case of disruption inside contexts that were practically stable. Today, infrastructures are required much more: flexibility, ability to respond to work peaks, safety and especially efficiency. Which means saving.
Companies’ departments need agility, intuitive interfaces, applications that can be used regardless of the device and where you are accessing from. Today, technical division has to imagine, design and realize networks and platforms, adjusting the infrastructure to specific business needs and making it elastic and able to absorb the shocks of the continuous changes of the competitive scenarios and the digital tools, with the faculty to integrate in the future solutions and skills that haven’t been conceived yet.
Cloud literally revolutionized the way in which IT services work, offering speed, calculus power and flexibility needed by the company. Resources can be acquired in real time with a click through pay-per-use mechanisms that make costs transparent. This unloads both company infrastructure and, as a consequence, the work of IT managers from the management of routine control and maintenance activities. Therefore, CTO and CIO can dedicate themselves to innovation planning, strategy, advice, and research that, thanks to the Cloud, can be hooked to systems and outstanding platforms. The counterparty of these benefits is the necessity to be informed on providers’ compliance levels and to keep up with technologies that have always impacted their job.
CHECK, PREVISION, ADVICE
A STRATEGIC FUNCTION TO CREATE A NEW VALUE
Financial management and control functions on monetary flows have always had a fundamental importance for any company: they were the thermometer of its economical health and a valid observation point to plan investments and activities. But the advent of digital technologies and especially of analytic systems and business intelligence platforms, able to describe the status quo and make reliable predictions on the future trend, made much of reports an unnecessary element. But CFO role is anything but unnecessary: s/he is an all-round advisor in business direction, both on an organizational and on a strategic level (based on the Anglo-Saxon model), able to effectively guide decisions, establish on what opportunity to aim for and, as a consequence, how to use assets and resources to maximize success possibilities.
If on one hand analytic tools made some function outdated, on the other hand they opened the opportunity for the CFO to become an important ally of top management in identifying new ways to create value inside the organization. It is the understanding of mechanisms that regulate financial flows, powered by the visibility offered by analytic platforms, that allow the CFO to identify inefficiencies and to generate savings and additional resources to allocate in projects with more potential.
By making all the expense items of the different company division converge, it is possible to give life to a unified vision of the organization, highlighting its weakness and problems, but also growth margins and business opportunities. Analytic platforms are needed, able to summarize all the information destined to reach CFO, platforms as powerful as easy to be used: we are talking about simple and intuitive interfaces, that allow to monitor in real time the evolution of the situation and that report ay anomalies through alerts automatically generated by the system.
INTERACTION, INVOLVEMENT, CUSTOMIZATION
ADD VALUE TO THE MOST IMPORTANT RESOURCE OF THE ORGANIZATION, THE HUMAN ONE
Attracting and keeping talents, the real ones, is becoming more and more challenging for companies. Collaborators search for incentives that go beyond remuneration and benefits: they want experiences and a professional environment that frees creativity and energy through lean and flexible organizations and tools able to simplify – and not complicate – the ordinary administration. Being in touch with the need of individuals by keeping the orientation the business needs is the new mission of HR managers, especially when talking about training.
So it is necessary to strengthen the connective tissue between collaborators and HR division, looking for touch points and arranging tools to increase listening skills and promote the birth of a community. The passwords are engagement and customization: to attract attention and stimulate dialogue first of all it is necessary to interest. Not only through contents, but also through new narrative modes and appealing interfaces. Once more, challenge is cultural.
Generally, the business Intranet is the privileged tool to collect ideas, opinions and needs and to spread messages. But interactive kiosks, digital signage platforms, mobile applications that offer the opportunity to amplify contents and increase function occasions – creating interest and involvement – are making more and more progresses. Virtual, augmented and mixed reality are some of the most interesting solutions to infuse experiences and give life to innovative training sessions, with the possibility to have immediate and punctual feedbacks for each resource.