Magazine BEAST #16 2019

#Technology | Digital
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How to achieve such an important
transformation?
When it comes to the «how», he advocated
considering an approach which builds
on digital tools and technologies that
can support a single organizational
strategy. «Digital is merely a
tool to get your business
objectives done,» then
explained Olivier Beaujean,
adding that working on
such transformations should
start with the enablers that
are the IT capabilities, business
processes and company culture.
According to him, the real objective
of a digital transformation is not to be
more efficient, but to change and adapt
the strategy by constantly questioning
the business models. «The agility of
the company allows us to do so. And
it’s much more than digitalization, it’s
about reviewing values, offers, go to
the market models, etc.,» highlighted
the CDO.
But the change management models of
the past are not suitable anymore. So far,
there has been no specific new theory
on the ways to make these changes
happen. «As everything is now related: each
process affects the other. Change’ has to
be organizationally transverse, creating
business outcomes on multiple fronts, and
allowing them to transform again and again.
To do so, you undoubtedly have to change
the way things are perceived: focus on giving a
meaning to as many collaborators as possible,»
he explained.
In the current environment, one question
remains: who needs to drive the digital
transformation? Should it be fueled by the
business or piloted by the CEO? What about
the IT Department and its numerous tech
experts? According to the CDO/CIO of IEE,
it simply depends on the industry, sector, and
also on the size of the company: «there’s no
one-size-fits-all approach and you cannot
apply the same rule to all the companies. But
one thing is for sure, and applies to all: digital
transformation is a team effort». Leaders
need to seize this opportunity, communicate
their vision in order to embark most of the
members of the organization. It is fundamental
to change the perception of the highest
number of key actors and so is getting the
right engagement and leadership of the top
management and board of directors. «More
than anything else, it is crucial to respect this
specific order: why, what and how, and to
have a unique strategy. Having a connected
approach to change will allow the company
to transform and question itself. Moreover, I’d
like to insist on the need to focus on business
rather than on just digital, and finally put
the right stakeholders, whoever they are,
in the driver’s seat, right from the start. And
during the entire process, make sure you have
the support for other executives,» concluded
Oliver Beaujean.
BEAST MAGAZINE #16