The relationship between the digital leaders in the company and technology, which makes the pair with the interoperability between people and technological tools, is at the heart of today’s business ecosystem.

The business leaders who play team games in the company today are the CTOs, the CIOs, the digital officers and they are all struggling with the continuous digital transformation. A term that is almost insignificant if we consider that a recent Bain & Co research says that only 5% of digital transformations meet or exceed expectations.

Expectations that would lead to increased productivity, production, innovation or all these processes combined.

If we group them all under the term “efficiency” Matteo Stroili, Head of Business of Dropbox in Italy, asks who would be the real beneficiary of its increase: the organization or the individual?

According to Gartner, employees who are satisfied by their working environment are 16% more productive, 18% more likely to stay and 30% more attracted to their company than the competition. Maybe the two are not mutually exclusive.

When technology service providers cooperate and offer deep integrations, we can create a more democratic and intelligent workspace, where each team member can choose the best tool for work to be done and worked together.

♪ As corporate leaders ♪ says Stroili ♪ We all know that people are our greatest resource and that, throughout the history of our species, what distinguishes us is our ability to cooperate. I suggest that technology companies step up and start cooperating. Many companies with whom I have spoken about testing new technologies in the workplace describe how they have adopted a top-down approach, forcing the entire organisation to migrate to a particular stack to ensure that they operate in a particular way. This is something that many technology providers would want you to do. But you can’t unlock the best job people do by blocking them in a particular system , just doesn’t work that way. And, above all, digital transformation is not only rethinking the IT strategy, but it involves the whole organization and its culture.

Corporate leaders in the digital world

Corporate leaders manage a variety of skills, geographies, goals, teams with people with different backgrounds, skills, preferences and thoughts.

Different disciplines and tasks rely on different skills and require different tools to support them. The financial team may depend on Excel, the design team lives and breathes Adobe and the communication team writes blog posts in a text processor. It’s normal. They shouldn’t be bound. They should be able to produce their content in the format best suited to their work.

According to Stroili, trusting people and giving them the opportunity, as experts in their field, to make decisions and to choose the technology that works best for them, not only instills the right values for a culture of innovation, but also increases productivity. • Studies show that users are more productive when using a familiar tool. When young generations enter the world of work, companies must be prepared to allow them to use a diverse range of tools, or to risk employees taking the situation into their own hands.

A research by Unify Square has shown that millennial workers are more likely to use unapproved applications for work-related collaboration than other generations. Almost a third (28%) of the millennials interviewed reported using unapproved apps two or four times a week, wouldn’t it be better to give them the right tools first?

The appropriate digital workplace should also allow concentration, as well as relieve peripheral activities and facilitate collaboration, in a secure way between content and teams. This is the moment when digital transformation takes over, when technology really starts working for us and not vice versa.

In a recent Vanson Bourne survey, 85% of people in Europe believe that creating a single collaborative workspace would improve their business performance.

The reason is that this allows people to spend more time on what they are good at, increases commitment and promotes a greater impact on the business: efficiency for both the individual and the company.

For Stroili, therefore, freedom of choice should be the driving force in digital. Not only because it produces greater productivity, but also because it improves the satisfaction, commitment and happiness of employees at work: è quanto qualche programma di trasformazione digitale should aim

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