Digital, a matter of dexterity according to Cap Gemini Consulting?

by bold-lichterman

Decidedly, studies on digital transformation have been raining in recent months. Today, it is from a study signed by Cap Gemini Consulting entitled “Organizing for Digital: Why Digital Dexterity MattersWhich I would like to talk to you about.

His words can be summed up in one sentence: companies that have both invested significantly in technology and redesigned their organization outperform their competitors on key performance indicators.

Investing in technology without transforming the organization usually does not bring much benefit

Nothing new, since we have known for ages and long before the digital transformation that technological breakthrough alone without organizational transformation has never been a source of significant progress, but it is always useful to remind people.

So follows a study of what a digital company is and how to become one.

According to Cap Gemini, two things characterize a digital enterprise: digital skills and digital dexterity. .

digital dexterity

Source: Cap Gemini Consulting

Or, put another way, the ability to use technology and the ability to appropriate it to create value. Which, by the way, comes close to my speech on “grip and speed“. In my opinion, mastering technology is nothing if you are not able to use it for the right things. I also think that Cap Gemini is going a bit fast here by emphasizing the ability to self-organize to deliver value. To achieve the required level of mastery and autonomy to invent and implement new value creation mechanisms, there is a long phase of acculturation and appropriation, the ability to self-organize is the result of. ultimate. We can do what we want in terms ofempowerment and empowerment, people will do nothing without the right mindset, the right approach, and it will take infinitely longer to happen than the simple decision to make it possible from an organizational perspective.

The need for dexterity is not digital

I would even go further: if we define digital dexterity as the ability to constantly change and adapt, it is a capacity that does not have much digital and has always existed in some companies and less in others. ‘other. If digital allows other forms of organization that are more collaborative, reactive, agile, flat, it is only an instrument at the service of an organization, process and culture. The digital dexterity thus presented is indeed a story of culture and organizational design above all and it would be illusory to believe that it is acquired through technology.

If you have followed the difficult journey of enterprise 2.0 over the past few years, social business and more broadly new, more agile and collaborative forms of organization, you know that technology only plays a role of facilitator and accelerator here, provided that it serves the right organization, the right culture, the right processes, the right management. As such, if I find the term dexterity rather original and well chosen, I am not convinced that I will have attached the adjective “digital” to it unless I want to insist on the buzzword from the moment. Dexterity must exist with or without tools because it is a way of thinking, working and organizing.

Digital dexterity: a challenge for simplifying the organization

I agree that this dexterity is a source of competitive advantage but it has always been the case, digital or not, or in times when we used other words to mean the same thing. Moreover, it is interesting to see how this dexterity materializes in view of the following table.

digital dexterity and competitive advantage

Source: Cap Gemini Consulting

The dexterity seen by Cap Gemini means that a number of things have to be easy. A point of view to which I fully subscribe and which I am happy to see thus recalled by a major firm. From my point of view, one of the biggest challenges of digital transformation is to make things simple and easy both, moreover, for the employee and the client. From my point of view, if instead of wandering about understanding what digital means to them, companies simply started using it to simplify and facilitate all of their operations, the benefit would be quick and real. But here again, the fight against organizational complication is not only done with tools and is above all an organizational and managerial problem. I refer you to Yves Morieux’s speech you want to take the measure of the site that awaits us.

In short, simplification is, as we can see once again, a major stake in digital transformation and we will often have the opportunity to talk about it again in the coming times.

Only 7% of companies are digital experts

Now the question that arises, and the only valid one, is “how to get there”. The Cap Gemini study shows that only 7% of companies can be considered digital experts, a figure that ultimately does not surprise me and that I would even tend to find optimistic. On the other hand, 56% of companies have started something, are in the discovery phase and, from my point of view, cannot afford to stay too long between two waters under penalty of seeing motivation and energy decline for lack of tangible results (l The study also includes a self-assessment questionnaire).

The study offers companies to work on 4 axes:

  • a “digital first” state of mind

  • data access and collaboration tools

  • the digitization of practices (automation of decisions and everything that can be done, collaborative learning, etc.)

  • talent empowerment

Not uninteresting even if I find the “digitization of practices” part poorly lined, a bit of a catch-all. Perhaps it would have benefited from being more structured with clearer sub-divisions. On the other hand, this foundation of the digital enterprise shows well to those who would tend to want too quickly to project themselves towards the customer and to build a digital organization “above ground” that everything starts internally, and that before transforming the organization we have to transform people.

To become a digital company you have to solve the problems that we have not been able to solve over the past 30 years

In short, one more study which proves, if need be, that digital transformation is a transformation before being digital (transformation by digital would perhaps even be more appropriate) and not a vague layer of technology used as a hiding place. If we translate the words of the study into “pre-digital” vocabulary, everything is therefore a matter of agility,empowerment and collective intelligence. Exactly what everyone has agreed for over 30 years without having found the magic formula to move forward.

The message of the study in one sentence: “to become a digital company you must solve the problems that we have not been able to solve for the last 30 years”. At least that brings the subject back to known territories … even if it will not help the followers of solutionism.

Nothing particularly new, therefore, apart from the new words used to dress a reality which is nothing new.

bertrand-duperrinBertrand Duperrin is Digital Transformation Practice Leader in Emakina. He was previously Consulting Director at Nextmodernity, a firm in the field of business transformation and management through social business and the use of social technologies.

He regularly deals with social media news on his blog.

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