In-house CPI Technology expert Cathy Mauzaize, VP, EMEA South at ServiceNow, explains how a fragmentation of systems leads to a poor ROI in digital transformation for many businesses-and outlines the practices that are believed he excelled for creating a better work environment for employees in the first of his series of op-eds for CNME.
Pandemic is probably the biggest test of our resilience seen in any of our lives. The turmoil in our home, social and work life, along with the economic effects of social distancing and lockdowns, is being felt around the world.
In dealing with the crisis, some countries are better than others. The United Arab Emirates (UAE) has been decisive, swift, and effective in responding to this, and now the country’s economy is recovering. In February, Fitch Solutions predicted the UAE’s real GDP growth to reach 4.6% in 2022, compared to 3.4% in 2021.
Today businesses face the challenge of sharing in this success. Recovery periods have traditionally claimed casualties, so being competitive has become more of a bullet-point in a boardroom presentation. Digital change has been made necessary by the crisis, but because it has happened on such a scale and at such an enormous speed, for many it has exposed operational weaknesses that must be addressed.
Gaps in expectations
Various studies have shown us that despite large innovation spending, the number of projects yielding positive ROI is a disappointing minority. And many stakeholders are confused by the results because expectations are high before the project. The problem is rarely ambition; the GCC region has no shortage of that. And it’s not even that strategy. No, the problem is fragmentation of systems. Silos – of people and process data – mean technology can’t have the efficiency and productivity effects that lead to ROI.
Now imagine being a customer or employee of such an organization. When change fails due to ineffective underlying architecture, the customer and employee may disengage from the brand. And that’s not to say that both are necessary for sustainable growth. Such a business is not a disrupter or an industry leader. It is, at best, a “run well”, and at worst, on the road to failure.
To avoid this path, technology leaders in the region must convince the line of business owners of the benefits of integration and collaboration. Consolidation refers to the streamlining of operations and the elimination of silos. And collaboration defines a new view of data sharing – business performance can be greatly enhanced by breaking down linear processes and replacing them with an ecosystem of data and resources that move freely between of customers, suppliers, partners, and even of competitors. It is also important to empower employees to make real-time decisions. This will deliver the business agility needed to respond to market changes as they occur. Being agile is being competitive.
The employee and the world
In the digital age, customer -facing employees bring more knowledge -based contributions to the table than ever before. Attracting and retaining the talent needed to maximize that ability has become paramount. The pandemic has brought severe relief to a series of issues regarding work-life balance, health and well-being, and job satisfaction. At the same time, locks established that long-distance, flexible work was not only possible, but of great benefit to both employees and employers.
Businesses need to balance the employee experience with the customer experience. If employees are happy and can work together and easily with the tools and technology they can use, customers will naturally receive a better experience from that company. To achieve this balance requires the careful development of a corporate culture that is open, inclusive, and caring and the implementation of technology that enables employees to get the job done without being bothered by complex processes.
Employees who know where their contributions fit into the broader business mission are more likely to deliver outstanding CX, which boosts the bottom line. These employees are more likely to stay with the company and act as incentives for the next wave of new hires.
A platform for change
To change the world of work, ensure employee productivity and job satisfaction, and drive customer experience impacts, we must implement the right platform for work. The optimal platform will help us make the most of current technology tools and processes through a simple interface, enabling technology leaders to deliver quick wins and enhance buying from other business leader.
Over time, platforms that eliminate system fragmentation deliver true business stability. And they allow technologists to offer beautiful digital experiences to employees and customers. Meanwhile, boosting efficiency lays the foundation for ROI from digital transformation programs.
The cultural changes required to realize a company’s digital vision are many. They are deep and they are wide. Departmental loops will be replaced by cross-team collaboration and innovation. And industry-specific focuses will be drawn to accommodate industry-agnostic techniques.
When the right technology is in place, the job is not done. In fact, it is just beginning. Businesses that diversify themselves today may be common, or even less so, tomorrow, if they don’t continue to thrive. Whether a company is trying to streamline employee experiences and processes or better understand its customers, digital transformation will not stop. Workflow platforms need to always be ready in a better world.