The digital transformation of companies cannot be improvised. While decision-makers and employees believe in the importance of digitalising companies, employees seem to feel that their superiors lack the methods to make it happen.

Making sense of digital transformation: an essential step

Digitalising for the sake of digitalising makes no sense. Digital transformation must be put at the service of both employees and the organisations themselves. On the employee side, digital technology improves the work experience: it facilitates processes, increases well-being, and helps professions and skills evolve. For the organisation, the aim is to increase productivity and competitiveness. Each company has its own specific objectives.

Digital transformation also makes it easier to mobilisecollective intelligence. Your employees will thus be more involved in the life and mission of your organisation.

Putting the right channels in place to explain digitalisation

Once the objectives of the digital transformation are clear and formalised, it is time for internal communication. It is essential to share these objectives with all employees. Emphasise the benefits of the digital transformation for each individual, but also for the group. In this internal communication phase, messages are of course essential. But let's not forget the tools! Communicate, yes, but through which channels? Because your communication channels materialise your messages. Do you want to use digital technology to bring people together and share skills? Use digital tools to communicate and converse!

Is it enough to explain digital transformation?

Explaining digital transformation to employees has real value. As mentioned above, it is about making sense of the company's strategic choices. The problem is that most of the time, everything stops there. We decree, we give meaning, and the employees just have to manage! However, a digital transformation is not something that can be decreed, it has to be accompanied. For example, top management cannot impose collaborative tools that they do not use themselves. Because if you needstructuring tools, you will also needanimation. Decision-makers need to experience the transformation with the teams and listen to them. Organise feedback, regularly check that your transformation is understood and that your tools are used. Offer a structure where bottom-up management makes sense, and move from communication to internal relations.

Don't forget that your digital transformation is a collective movement. Organise training courses, set up the conditions for a real "matching" of skills, and bring people together in physical spaces. Without all the facets of this support, your transformation will remain misunderstood and certainly rejected.

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