Change Management

20 years ago it was enough to have a website and an e-mail box, perhaps not even on your own domain but "leaning" to the external supplier, to consider itself a Digital Company. It wasn't true, but many companies, without even knowing what to do with the site, thought they were.

10 years later the landscape had not yet undergone major upheavals. Several companies were on the second or third version of their website, adding some additional services. Someone had created more mailboxes on their domain but the culture and organization of the companies had changed little in some companies, not at all in most.

In some companies this is still the case, demonstrating the fact that as technology changes and grows exponentially, businesses often evolve in a linear fashion. 

Many companies invest in ADV, because they see it as the only easiest and simplest way to increase turnover without intervening in the organization, many fewer consider changing fundamental aspects in the transition to digital: governance, organization, skills, back-end, assets .

Being a company that has faced digital change means operating in an ecosystem of different tools, technologies and above all corporate culture. It is not enough to have actively tackled digital marketing or social media marketing projects, often through an external supplier or consultant, where the problems are often "limited" to adopting different formats or specific contents for a marketing campaign.

Because customers have changed, they use different tools, they demand different ways of relating and to remain competitive in the market it is necessary to build an adequate customer experience where technology is an integral part.

To do this, as well as stay focused on the customer, yes the operating models used in the company must also change where the adoption of digital tools is truly widespread, otherwise the expected results will not be obtained.

One possibility is to identify a supplier or consultant who, acting as a partner, supports the company in planning a path consisting of a series of activities that can implement an effective and efficient transformation over time. It is difficult to find these skills internally, but it would be desirable to have profiles with the necessary skills to lead the company in this direction.

At all times, management must feel confident of the change being faced and in full control of every aspect being faced. Finding step by step a growth of skills and corporate culture that goes in the right direction by adapting to the changes that may occur over time.

A competent partner will be able to choose and contract with the best suppliers, define the necessary projects with them and manage them correctly to obtain the expected results within the foreseen times and costs. Change them if necessary without the company having to suffer "setbacks" in switching to other suppliers or to internal management by trained and competent personnel.