Resident CPI tech expert Cathy Mauzaize, Vice President of EMEA South, ServiceNow, warns that technology alone is not always the answer to the world’s complex problems – and emphasizes the importance of investing in the right technology. 
The Middle East is no stranger to overcoming adversity. Businesses of all levels, maturity and industries have felt the impact over the past two or three years. The economic crisis stemming from the global pandemic has created a climate of uncertainty that is difficult for businesses to navigate. But they should. A hundred opportunities faced them. If they don’t seize them, someone else will.
The answer to this uncertainty is no mystery. Digital transformation was in full swing before COVID, and it remains our true path to building businesses that are always ready for the next crisis — adaptive, flexible businesses that keep pace with trends. But there are two sides to digital transformation, and each is as important as the other.
Invest in the right technology
Realities have forced us to change rapidly in scale. During the pandemic, the interim feasibility study became a fast-track launch. But to ensure the intended results happen, business leaders need a wealth of data and solutions that unlock actionable insights from within to provide a detailed view of the organization — a control-tower model if where decision makers can see systems, people, and operations at a glance. .
From this vantage point, thanks to the right technology, leaders can see how the outside world is affecting the business.
This approach is easier to implement for smaller, younger businesses that don’t need to dismantle legacy practices. But in choosing the right technology mix, a rip-and-replace approach may not serve a more robust business when its technologies have been in use for a long time and have become critical to productivity.
It is important for every type of business to choose the right platform for its needs. For legacy integration, some solutions will allow older companies to build a control tower on top of existing technologies in a layered approach that not only saves money but also time and resources when it comes to training.
The control-tower model goes a long way toward eliminating silos and unifying data, operations, and digitization projects. When digital transformation is linked to what is happening around the world, uncertainty is greatly reduced because everyone “sees the signs” together, instead of one stakeholder having to convince colleagues of the need of change.
This control-tower model also powers projects, and innovation has the scope to reach all parts of the enterprise equally.
Put people first
A business is, at its core, people. Uncertainty does not evaporate in the heat of technology alone. People — employees, consumers, citizens — are all part of the journey. It’s important to remember that not everyone is a digital savant. So, even if a business invests time and money in the best technology available, it won’t count for much if people can’t use it to its full potential.
Training is important. If it is not an integral part of a change project, it is likely that value can be derived from any technology implementation. Performance will suffer, resources will be wasted, and the business agility that could ultimately lead to a reduction in uncertainty will not come.
The focus on technology in the service of people extends to the outside world. External business processes that connect consumers or citizens to the business must remain viable even if people do not have access to the newly implemented technology.
Also, technology must address the employee experience. Any new system should not interfere with the things that are most important to today’s workers. Any modern business must recognize that being agile (and therefore, less uncertain) requires not only a well-equipped workforce but a happy one. Inclusive policies bring benefits that include a greater success ratio in project implementation.
Beyond technology considerations, a very important part of ‘Putting people first’ is Diversity, inclusion and belonging (DIB), something that has become an economic imperative for the safest companies. A diverse workforce is more productive. It evolves and changes.
And digitization ventures designed to deliver agility and control-tower visibility are more likely to ensure success. DIB is arguably as important a milestone as technology acquisition on the road to eliminating uncertainty. But inside and outside the business, we see skills gaps. Gender equality is a great way to relieve ourselves of this burden.
If we deliver DIB at scale, skills can be more easily aggregated across businesses, and that means more agility. A welcoming workforce requires commitment, but a range of reviews shows it’s worth it. It is time to recognize the benefits of ensuring fairness for all, of training everyone in the skills they need to add value, of giving employees a voice that is heard and respected, and of being DIB’s advocates outside of the world.
What works
Bringing certainty to an uncertain world may make thinking about technology a snap, but systems and processes alone won’t get the job done. Every organization is different. Finding what works and building on it will take commitment and time. But persistence will pay off.