The COVID-19 pandemic has left little unchanged. It has affected lives, challenged businesses, and changed how society functions. While we all went through our personal, day-to-day experiences of adapting to new routines and new habits, organizations too had a lot to deal with.
Amidst the lockdown and social distancing, one of the major challenges for organizations was to maintain Business Continuity. Almost overnight the entire workforce was required to be working out of home or remotely and that too for an uncertain amount of time — a scenario like this is never expected or planned for! Organizations that had started to adopt digital transformation in their workplace were better prepared – others were initially bewildered but eventually had to adapt quickly as there seemed no other option.
There are essentially two types of digital transformation –
The pandemic has accelerated digital transformation in organizations worldwide due to dispersed workforces and disrupted demand and supply chains. The tools for this transformation depend on domain, size of the organization and, most importantly, the organization’s core objective and reason to transform. Some elements of necessity-driven transformation are:
There are many digital tools helping businesses manage essential organizational activities. Online collaboration platforms like Microsoft Teams and Skype for Business have immensely helped companies continue business seamlessly in this unforeseen lockdown. Important work documents have been stored and shared securely on OneDrive. HR requisites like keeping attendance records, leave tracking, managing employees profiles, and so on are seamlessly managed and monitored via online systems.
Organizations need to ensure they carefully plan their transformation strategy and objectively roll out its implementation. Stage 1 (necessity level) of digital transformation is usually simpler as it can be achieved through off-the-shelf applications/tools.
Digital transformation is a journey that unfortunately has no short-cuts. However, when undertaken with careful thought and vision, the path is progressive and rewarding. Organizations that have evolved through the early phases of digital transformation must start thinking of transformation of their core business offerings via technology. They must rethink their fundamental business model, value offering, and client impact. They must leverage technology to continuously drive innovation and build greater efficiencies.
At Course5 Intelligence, our AI-based platforms have brought phenomenal efficiency and agility to our core offerings and are at the heart of our business today. These platforms have dramatically transformed our value proposition through positive impact on our clients’ businesses.
For instance, in today’s uncertain times, our clients need research results at lightning speed. Our automated research operations platform, Optimizer Suite, is able to drive faster and more agile research through the use of Natural Language Processing (NLP) and Machine Learning algorithms. Through Course5 Adomate, another AI-based platform, we provide accurate and nuanced creative insights for Ad campaigns based on past campaign data, enabling our clients to improve Ad effectiveness. These platforms are excellent examples of impact-driven digital transformation. They represent a mature thought process and a robust transformation roadmap that have created value for our clients in the most relevant ways.
We must remember that merely adopting new tools is not adequate for digital transformation. For any digital transformation initiative to be a success, technology must become part of the organization’s mindset, culture and processes. And the transformation can’t just happen with one team or process; it must span verticals, departments and geographies.
Digital transformation, once embraced, is incredibly powerful. The one thing that this pandemic has made organizations aware of is that digital transformation is the key to staying relevant in times of uncertainty. And once we’re on the journey, we must always be prepared and keep course-correcting our digital strategies by plugging the gaps, as and where needed.
For now, we know it’s difficult to predict a crisis, but overcoming one is comparatively easier for a digitally-powered organization.
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