Intelligent CIO Africa Issue 20 - Page 41

////////////////////////////////////////////////////////////////////// FEATURE: DIGITAL TRANSFORMATION that data was manually transcribed by employees to a spreadsheet. Digitising the process meant that Internet of Things (IoT) enabled devices were linked to a mobile app that transfers the data directly from the site being inspected to the device. Not only does this result in streamlined operations but also a better allocation of resources for the customer and the ability to overlay real-time analytics onto the data for preventative maintenance analysis. Digital Transformation is more than just an enabler for companies to operate effectively. It has significant potential from an employment perspective as well. Educational institutions need to move away from a knowledge-based structure towards an innovation and capability- based environment. This provides students with the skills required for a digital world. Ultimately, Digital Transformation has two aspects. Firstly, there is the business change required to remain competitive. Secondly, it is to give people the opportunity to accelerate their thinking outside the box and enabling them to drive transformation themselves in their chosen industries. n Desmond Struwig, Executive Head of Digital at Decision Inc Gartner identifies six barriers to becoming a digital business As organisations continue to embrace Digital Transformation, they are finding that digital business is not as simple as buying the latest technology — it requires significant changes to culture and systems. A Garnter Inc survey found that only a small number of organisations have been able to successfully scale their digital initiatives beyond the experimentation and piloting stages. “The reality is that digital business demands different skills, working practices, organisational models and even cultures,” said Marcus Blosch, Research Vice President at Gartner. “To change an organisation designed for a structured, ordered, process-oriented world to one designed for ecosystems, adaptation, learning and experimentation is hard. Some organisations will navigate that change and others that can’t change will become outdated and be replaced.” Gartner has identified six barriers that CIOs must overcome to transform their organisation into a digital business. Barrier No. 1: A change- resisting culture Digital innovation can be successful only in a culture of collaboration. People must be able to work across boundaries and explore new ideas. Most organisations are stuck in a cult ure of change-resistant silos and hierarchies. “Culture is organisational ‘dark matter’ – you can’t see it, but its effects are obvious,” added Blosch. “The challenge is that many organisations have developed a culture of hierarchy and clear boundaries between areas of responsibilities. Digital innovation requires the opposite – collaborative cross-functional and self-directed teams that are not afraid of uncertain outcomes.” CIOs aiming to establish a digital culture should start small. Define a digital mindset, assemble a digital innovation team and shield it from the rest of the organisation to let the new culture develop. Connections between the digital innovation and core teams can then be used to scale new ideas and spread the culture. Barrier No. 2: Limited sharing and collaboration The lack of willingness to share and collaborate is a challenge not only at INTELLIGENTCIO 41