In his presentation 'Building blocks for success: digital skills of people and organizations', Theo Ockhuijsen shows how digital chain cooperation in the design, construction and engineering sectors can be strengthened. For a successful implementation of digitalization, attention only to technical skills and the process side is not enough. Behavior plays a crucial role in change. High time to recognize that and include it.
When we talk about digitization, it is usually about the process and technology side. We know that processes have to be changed, and we think it's very important to make the right choice of software or programs. So that's where the focus is.
"But what not everyone realizes, and certainly not in our industry," Ockhuijsen states, "is that those 'hard' aspects (processes and technology) only determine 30% of the success rate. The other 70% is in the people. It is very important to pay attention to that. Digitalization is something you do organization-wide, so everyone has to go along. The digital transition requires knowledge and content on the one hand, but also skills to convey that knowledge and content to everyone within the company and to ensure that they 'land' well. For that to succeed, other skills are needed. We call this on the one hand the upper stream (technology, processes, content) and on the other hand the lower stream (the human side, culture, attitude, behavior). You can't have one without the other.'
Willingness to change
At many companies, a content expert is put forward to ensure that digitization gets off the ground. That's usually a guy who already has a lot of knowledge of the software and knows what the company's processes look like. 'That's great,' says Ockhuijsen, 'but more is needed for a good transition. In general, people are not waiting for changes. And digitization is quite a change! Such a good package can be purchased; if there is resistance in the organization, it will not succeed in getting the most out of it.'
Resistance can arise if there is no clear development direction. Or if someone asking a question is perceived as difficult, and so is careful not to ask anything more. The trick is then to turn resistance to change into willingness to change. There are external consultants who can help with this, but there is another (and better) way.
Internal digiCoach
Ockhuijsen explains: 'digiGO developed the digiVaardig program. That program helps with the implementation of digitization. The digital world is developing so quickly and its impact is so great that you have to be constantly working on it. It requires insight, a plan of action, direction and energy. That's why someone from outside is less suitable; you want to accommodate that "in house. One component of the digiVaardig program is therefore to train an employee from within the organization to become a digiCoach. With a digiCoach, someone working in the company, there is continuity. The transition is therefore faster, but also better.'
Such an internal digiCoach has several roles, including exploring tools and new systems, facilitating change on the basis of a plan, and being a mentor for employees who are not yet as quick to keep up with digitalization. Within the company, the internal digiCoach contributes to the successful implementation of the new systems, ensures digital coordination with chain partners, and enthuses employees and involves them in the change.
Case studies
There are different trajectories, for different levels. Ockhuijsen explains: "The basic course is for organizations that want to learn how to shape the transformation to working more digitally. In the training we go into instruments and tools they can use in chain cooperation, among other things. The growth track helps organizations that are already working with more complex IT systems to exchange data digitally with chain partners. The chain program is intended for cooperating chain partners. By following the program together, they can work toward even better (digital) data exchange.'
Ockhuijsen notices that surprisingly many people join the basic program, while often they already know a lot about digitalization. 'It also definitely has to do with that 'undercurrent,' he says. 'We hear back that course participants have never really thought about it that much, and therefore want to start with the basics. We work a lot with practical examples and do so in an interactive way. The participants really get to work themselves. Among other things, they make a plan for a digital transition relevant to their own organization. After going through the training, the digiCoach has the necessary knowledge about the human side of such a transition, and that is absolutely indispensable!'
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