Organizational transformation as a growth engine

In the technology industry, when we talk about transforming organizations, the first thing that comes to mind is digitalization. Yes, acquiring state-of-the-art resources as part of innovation goals is part of the journey, but not the crux of the matter. A truly impactful 360 transformation needs not only changes in processes, but also changes on a cultural and personal level.

This brings enormous challenges. Overcoming the fear of, and resistance to change, integrating collaboration as a work methodology, developing inspiring leaders and, above all, putting customers at the heart of the strategy are the basic elements of any successful organizational transformation. But how can all these dimensions be tackled efficiently without exhausting the effort?

My first thought, which emerged after fruitful conversations with Chilean women who are leaders in innovation, is to understand that digitalization is a means and not an end. As such, it invites us to analyze it not from a state of alert, but as a tool for incorporating new ways of relating and contributing to the development of our organizations.

The key attitude here is being open to diversity, exchanging ideas, and collaboration. There is no other way for organizations to move towards progress than by understanding that all of us – managers and employees – are links of a great chain. Therefore, our individual actions have impact on the work of others, on our relationship with customers and, consequently, on the results of each business. Operating according to our individual objectives and working in silos don’t contribute to the development of a thriving company.

Another unavoidable element is transversality and sharing knowledge with the entire organization. This doesn’t necessarily mean that all levels should be included in the decision or action cycles. Above all, it’s about creating spaces for each team member to have access to new perspectives and to content that inspires them and prepares them to anticipate changes with greater flexibility. We need to modify everyone’s mindset to begin dissipating the threat of the “new”.

Another indispensable thing is to create a space for self-diagnosis that allows us to recognize our added value as a member of the chain. On the one hand, every leader should be completely clear about their attributes, but also about the capabilities that allow them to generate meaning and belonging for those who work with them. At the same time, it is important to identify which tasks can be delegated and transfer the responsibility to those who can achieve the objectives more competently. This does not weaken leadership; on the contrary, it strengthens its position within human resources.

Our cultural change is the first step in promoting an organizational transformation centered on customers. It is the first step in a binding and coherent strategy that stimulates the transition substantially, not through cosmetic initiatives.

Here, technology companies have the important task of contributing to these actions, understanding that we are the cement in the brick building our customers build. Let’s all move in the same direction.