APAC digital transformation

In our last post about digital disruption, we focused on the importance of maintaining a pioneer spirit when it comes to implementing transformative digital projects in the context of fleet management in the APAC region and the essential consideration of an organization’s customers in determining the right path to take.

In this post, we focus on the contribution of people within APAC-based organizations and the importance of a clearly defined purpose in evolving transformative digital projects within this region.

Campaign success depends on stakeholders outside and inside the organization

While the individuals outside of one’s organization are clearly primary drivers for the evolution of companies today, the individuals inside an organization are essential in managing digital disruption effectively, and many companies in the APAC region are taking note. According to a Fujitsu study entitled, “The Digital Transformation PACT Report,” 47% of Australian respondents say that digital transformation in their organization is being used to create entirely new business functions and processes. Globally, nine out of ten organizations are taking steps to broaden their digital expertise. Sometimes these steps occur pre-hire, through selective recruitment and job fairs at specialized schools and training facilities as opposed to large, generalized institutions. Sometimes they occur after the hire, through required professional development and investments in continued employee education, even for those in non-technical roles such as accounting, finance and marketing.

Hong Kong serves as a unique example of a country committed to developing behaviors that lead to digitally transformative projects with its emphasis on “reverse mentoring.” This method of training encourages younger employees to share their expertise with older employees. According to the PACT Report, almost half (48%) of organizations in Hong Kong utilize this method of training.

The takeaway: If you’re not developing your employees, you are doing your customers a disservice. Despite the large percentage of companies that are taking steps to broaden their human resource base of digital expertise, more than two-thirds say that their organization is still lacking in digital skills. Digital mastery will soon become commoditized; therefore, the right time to foster growth in the realm of digital competence is now.

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Transformative digital projects must be purposeful, or you risk losing both now and, in the future

Successful organizations in the APAC region know that the implementation of digital initiatives simply for the sake of implementing digital initiatives yields lackluster results. Arbitrarily executed digital projects lack focus and direction. Beginning a transformative digital project without the end in mind can cost companies significant amounts of time, money and human resources and generate minimal results. Allowing fruitless digital disruption within an organization can also harm an organization’s reputation. The practice discourages potential new customers as well as promising new talent.

According to the PACT study, a full 90% of organizations surveyed did have a clearly-defined digital strategy. In addition, a large majority (88%) of those surveyed felt that their leadership teams maintained a clear view of all digital transformation projects. Those projects tended mainly to focus on the creation of new digital processes that sat alongside existing ones (59%) or that were used to augment those original processes (58%). New processes were established in only about a third (37%) of companies surveyed, which indicates that organizations have a strong focus on ensuring that the disruption caused during implementation is minimized.

While the report goes on to acknowledge that sometimes, “unsanctioned” digital projects that are not tied to the overall digital strategy do indeed trip up many organizations, it is worth noting that actionable digital strategies are becoming more the norm than the exception – to the benefit of both the company and its customers.

According to the PACT report, organizations in Singapore implement purposeful projects and reap the rewards. Forty-six percent of Singaporean organizations surveyed said they currently realize concrete benefits from digital transformation projects. Many of these projects (46%) were intended to “reshape the organization’s business model and revenue streams.”

The takeaway: If your organization has not yet defined a meaningful, purposeful digital strategy, it is likely falling behind. With no defined digital strategy, a company can neither justify nor quantify its digital initiatives, which can result in serious accountability issues with customers, employees and the Board.

Whether your organization is barely on the cusp of digital transformation, or it is undergoing yet another digital evolution, PDI provides scalable solutions you can introduce and expand as your fleet’s capacity to automate grows.

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