Digital transformation isn’t a destination, it’s a state of being


Digital technology has accelerated the pace of change in the business world to a point where there is nothing but change. For IT and business decision-makers, that means they are never done. There will always be new technologies to integrate or new business strategies to formulate based on those technologies and the opportunities (or dangers) they present.

I know, it’s draining. But we’re all in the same fast-moving boat. Enterprises and enterprise workers must constantly adapt or run the risk of underperformance at best or irrelevance at worst.

For workers, that means constantly upgrading and expanding their skill sets, perpetual education and reinvention, and developing the abilities to be flexible and adaptable. To a large extent, a person’s ability to continually change comes down to determination and other character traits.

For enterprises, it’s a bit more complicated because change involves a lot more moving parts. It’s a coordinated process that requires not just the right technologies, but communication, collaboration, education, a sound (though flexible) plan, and flawless execution. That’s a big ask.

Forbes Technology Council member (and Epilogue Systems CEO) Michael Graham recently offered some tips for enterprises on the digital transformation runway. His first tip not only is the most relevant to this blog post, it’s arguably the most important: “Make change management an ongoing process.”

“Many organizations treat change management as a one-off project to kick off the implementation of new technology,” Graham writes. “Companies need to continually evaluate and improve how people, processes and technology work together to ensure ongoing success.”

The key phrase there is “to continually evaluate and improve.” Digital transformation isn’t a destination; it’s a state of mind and a state of being.

Further, change not only must be accepted, it must be embraced and, as Graham notes, managed. (That goes for enterprises and people.) Unmanaged or poorly managed change will result only in chaos and disaster.

And while there’s no fixed destination, change must constantly be driving you — whether “you” are an enterprise or a worker in the digital age — toward at least two fixed ideals: To be better and to provide more value. Anything less is falling behind.


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