SMEs And Digital Transformation: (r) Evolution Is Served

Move along. Progress. Turn. Understand the changes and have the ability to adapt to them. More than ever, the word “evolve” acquires a transcendent meaning personally and professionally. We started a year full of challenges and projects—innovative and surprising difficulties in every way. We must take the baton to 2020 and continue going through a path as full of uncertainties as it is of opportunities. And if we have learned something in record time, digitization is undoubted “the vaccine” of the present. We were clear that we would be more and more technological but, when digital becomes what will save us in many circumstances, we have no choice: we have to cling to it without doubts or fears.

As the CEO of a digital transformation startup, I cannot deny that this change in mindset is being difficult for everyone, both personally and in the workplace. The scenario presented to us in recent months, and even in recent weeks, has put all our capabilities to the test. Regarding the professional field, it has required me to review the way of running a company, the management of projects and teams and, of course, of emotions. Because there are certain aspects that technology cannot supply, but it can help us maintain some essential links and connections. A simple example: a video call.

As in any change process, in this case of the adaptation of SMEs and organizations to digital transformation, it is necessary to follow a few steps. The digital transformation method is more visible to all due to the pandemic, and recently also due to the storm Filomena, which has been telework, which we can already say has generated (r) evolution. For many, talking about teleworking has meant making an effort to welcome a great stranger who developed misgivings. For others, a significant minority, he was already a regular companion in their work environment. I think it should be an alternative form of work for everyone that can be combined with face-to-face work. A way of working that should not be afraid of, but on the contrary: it can boost efficiency in the company and generate significant benefits for bosses and employees. Without a doubt, learning to be flexible will be one of the considerable challenges of the coming times.

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From my point of view, this transformation process has to be accompanied by a cultural change that we are already assuming. Some aspects and technical knowledge are also required. Without a doubt, internal communication between teams has played an essential role in being productive, efficient, and maintaining and promoting the cohesion of human groups. When we feel part of something, our commitment increases, and so does our desire for things to go well. Regarding the technical aspect, and taking into account the role we play in our company (managers, project managers, account executives, etc.), we should, on the one hand, use those tools that best suit our needs with the goal to be more productive and efficient in addition to simplifying our work with those tools that facilitate the planning and organization of our daily work. I emphasize those tools and dashboards that allow us to measure and monitor our business objectives daily. For this, it is essential to pay special attention to the design of the indicators of these objectives since each area needs its own, and we must define or design them especially for this.

Clear objectives. A widespread mistake is wanting to learn to use as many digital tools as possible. The only thing that we achieve with this is to generate confusion and frustration in the case of not knowing how to use some of them or feeling that your day-to-day life is complicated with so much technological demand. The ideal is to understand how to handle the right tools required by each situation or project. It is the key to choosing well what will help you achieve it.

Some of the profiles that we need the most digital training are the CEOs. At least it’s my case. I learn and study daily to improve it. Many of us spend much of our time on other actions that, although also decisive for the business, do not allow us to have a detailed knowledge of the details. At this time, in addition, many of our offline relationships have been reduced by circumstances, and we must continue to maintain and promote our contacts, but virtually. So training and tools for data visualization and team management and monitoring are vital for company managers to carry out our work remotely. And be equal or more effective. I think three defined lines of work will help us a lot: training,

One of the keys to the proper functioning of a company? Without a doubt, the organization of the teams. Planning is always necessary, but even more so when you don’t physically have your partner by your side. By teleworking, we have lost that “closeness” that we used to enjoy having coffee together. The priority is the people.

For this reason, I consider it very important to highlight the work of internal communication and the advantages and possibilities that SMEs have over multinationals when it comes to maintaining a closer relationship with their employees. Gestures as simple as taking an interest in a partner regularly allows you to generate links that will entail, among many other benefits, an increase in motivation. Being motivated and feeling heard, without a doubt, will be reflected in better professional and business results. SMEs have many opportunities to achieve this.

Think about what your company can contribute to others, what objectives you want to achieve and go digital. Of course, always with a purpose. Because that is what business and life are about: (r) evolving to give others our best version. What are we waiting for?

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