Читать книгу Digital Transformation for Chiefs and Owners. Volume 1. Immersion - Джимшер Челидзе - Страница 11

For example, in my practice there was a case when the company changed its organizational structure three times. Smart plans came from Moscow, orders were issued, posts were renamed. However, did something change in the work on the ground? No!

Just the paper was one step further from life. Well, some were «optimized».

What kind of changes should digitalization and digital transformation lead to?

– Transition from complex hierarchical structures, that is, transition to 3—4 levels of management – from the general director to the master of the site.

– Review of policies, structure of units, number of staff and complexity of procedures.

That did not imply a reduction in staff, but a redeployment of staff to improve efficiency.

People must be sure of tomorrow. Only then will they accept the changes and be willing to share ideas.

– New roles, functions and needs for new competencies and skills emerge.

Currently, there are no employees who have all the necessary skills. And there are not even requirements for new roles. It is necessary to consider this.

– Change of organizational. culture – new approaches to personnel management, new system of values, withdrawal from management from the position of force and punishment, fines.

Transformational change will require more skilled human resources that are highly mobile and do not adopt outdated management models.

Here you will have to combine softness and discipline, to be able to fairly punish and manage employees depending on their level of «maturity». In my opinion, this is one of the key issues. We cannot go into anarchy or, on the contrary, into dictatorship. Which means you have to learn from the CEOs.

Skills are needed to manage staff using both financial and non-financial motivation. The use of financial motivation alone is very inefficient, has short-term effects and leads to stratification within the company.

Additionally, most importantly, you can’t change culture without changing the first people. If the Chief Engineer can’t use the IT system, but charges everything to 1—2 engineers and asks to print help – it’s just fiction and money in junk.

If you implement a complex asset management system to verify the execution of the budget, and all «opponents» just punish, then the approach to planning repairs from this will not change, but the turnover of personnel you provided.

In addition, it is necessary to actively work with external innovations, launch a large number of pilot projects. Why? Because it tells you that you’re willing to take risks and experience experiences, even negative ones. It’s important to be able to accept it, to analyze it, to learn, not to blame it. Then competences will be not only in the company’s reports and knowledge bases, but also in people.

Middle management must be actively involved in the change process. Many projects do not achieve their objectives at the level of middle and technical management. People are busy with their linear activities and do not know how to manage projects. As a result, we get combined resistance. Breaking this cycle is difficult, but necessary.

At least 30% of the people engaged in innovation have to undergo special training. This helps to form a common vision of where the organization is going, as well as to avoid conflicts and thoughts from the category «again something was invented above, now they will move and let’s go back».