What would you think if I say that digital transformation is not a technological process in itself, but something that goes far beyond?
The real digital revolution is not centered in technology, but in the new ways of working and organizing ourselves. Its adoption is no longer an option: it is a strategic imperative ... and people are the key.
But, how did we get here? Even when business complexity has increased sixfold since 1955, according to The Boston Consulting Group, in our attempt to manage it, we have introduced so many organizational instruments that we ended up 'complicating' our way of working even more. How much? ... 35-fold! However, in spite of these 'heavy' structures, organizations must work increasingly quicker.
We must now add the technological paradox that will affect employment. It is estimated that by 2020, it will not be possible to cover 30% of the tech jobs, and 50% of employees will be freelancers. Robotization of tasks will grow, and 50 to 70% will be fully automated around 2050.
In this context, the main challenge for companies is to adapt their organizational structure to this phenomenon.
Some companies in Latin America have understood the challenge and are choosing new digital and agile organization models. For example, banks, retail companies, and airlines are developing new platforms to connect in a more effective way with millennials through new human resources models that seek to empower collaborators.
Also, they are designing new systems that allow their organizations to grow, innovate, fail, and learn quicker than before. The BCI bank in Chile is leading...