Digital Transformation Doesn’t End With Creating New Capabilities

Wait, what?

Said another way, there are resources to acquire and implement the new technology or new external head count, but little to no resources assigned for the change management required to fully absorb new technologies or people into the culture of a company.

Just getting something new and standing it up – be it an eCommerce platform, a marketing automation tool or a new digital marketing group – is exhausting.  

In most cases, it’s because the new thing is far more complicated than expected and, for a variety of reasons, the budget wasn’t enough. Sure there’s enough left for software training, new job descriptions and maybe some slight process discussion, but typically nothing is done to refine the roles and responsibilities of sales, marketing, IT and operations to make things run smoothly in the new way.

Further, in the case where new people are hired, more is done to understand the skills they bring to the company than ensuring they are integrated into the organization’s culture and processes.  

This is especially problematic for B2B companies because typically new digital talent is coming from a B2C background. So not only are new hires struggling to fit into the culture, but they are also trying come up to speed with how the business works. Not an easy spot for a group that’s supposed to be driving top line growth.

So what do you do?

Keep the real end goal in mind. It’s not about having better digital capabilities; it’s about making more money.  

That’s why, as Davin and I started Symbiont Group, we decided to put an emphasis on transformation services – updated change management practices and techniques that help an organization get the most out of a digital strategy roadmap or digital marketing implementation.  

If your growth plans hinge on success in digital, shouldn’t you make sure you’ve put in place the right things to nurture digital?

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