Support and bright ideas

Opbakning og gode idéer

When digital transformation succeeds, you can be sure that one factor is always there - top management support. Even though digital transformation is often driven by a CIO or CTO, it is crucial that top management allocates the necessary resources, and understands that digital transformation is a business necessity if the company is to remain relevant in the long run.

Several leading CIOs have been interviewed in relation to NNIT's newly launched Expectation Barometer and the tendency shows that Danish organizations generally understand the necessity of digital innovation, and that top management actively back this up. The interviews also indicate that there are a lot of promising ideas at play within organizations.

- It is very positive that so many companies have a digital transformation agenda supported by top management, emphasizes Brian Troelsen, Business Development Director of NNIT.

Når digital transformation lykkes, er én ting så godt som altid på plads – topledelsens opbakning. For selv om digital transformation ofte drives af en CIO eller CTO, er det helt afgørende, at topledelsen sikrer de nødvendige ressourcer og forstår, at digital transformation er en forretningsmæssig nødvendighed, hvis virksomheden skal holde sig relevant på sigt.

I forbindelse med NNIT’s forventningsbarometer er en række toneangivende CIOs blevet interviewet, og tendensen viser, at danske organisationer generelt forstår nødvendigheden af digital innovation, og at topledelsen er tilstede og bakker op. Samtidig viser erfaringerne fra de udvalgte CIOs også, at tendensen er, at der er rigtig mange gode idéer i spil rundt om i organisationerne.

– Det er meget positivt, at så mange virksomheder har en digital transformationsagenda, der også inkluderer topledelsens opbakning, understreger Brian Troelsen, der er Business Development Director i NNIT.

The next step: Strengthen implementation

Næste skridt: Styrk implementeringen

However, there are also challenges to be aware of. Many companies find that they have underestimated the time and resources necessary to ensure solid implementation into the organization.

– It is important to note that this is not usually because of reluctance to change among employees. In fact, the CIO interviews show that employees are generally very positive about new technological opportunities and want to be involved. But unfortunately, they do not always get the necessary information and help to use the new tools or processes, and in fact this can put the organization at risk of losing ground, "explains Brian Troelsen.

He points to four competencies that should always be prioritized for a business to succeed in digital transformation:

Technical skills – for example, an IT department or external partners / start-ups

Business skills – Business or process consultants with insight into the specific process

Innovators – so-called internal entrepreneurs such as a CIO

Change communication – for example, internal communication skills that might not be part of IT

Der er dog også udfordringer at spore. Mange virksomheder oplever, at de har undervurderet den tid og de ressourcer, det kræver at sikre en stærk implementering i organisationen.

– Det er vigtigt at notere, at det generelt ikke skyldes forandringsskepsis blandt medarbejderne. Faktisk viser interviewene blandt de udvalgte CIOs, at medarbejderne overordnet set er meget positive over for nye teknologiske muligheder og gerne vil inddrages. Men desværre får de ikke altid den nødvendige information og hjælp til at tage nye redskaber eller processer til sig, og så risikerer organisationen faktisk at tabe terræn, forklarer Brian Troelsen.

Han peger på fire kompetencer, der altid bør prioriteres, når en virksomhed vil lykkes med digital transformation:

Tekniske kompetencer – fx en it-afdeling eller eksterne partnere / start-ups

Forretningskompetencer – forretnings- eller proceskonsulenter med indsigt i den konkrete proces

Innovatører – såkaldte internal entrepreneures i form af fx en CIO

Forandringskommunikation – fx interne kommunikationskompetencer, der måske ligger uden for it.

Create an innovative ecosystem

Skab et innovativt økosystem

This is why Brian Troelsen's recommends that companies maintain a strong focus on collaboration at management level, while simultaneously upscaling time and resources for the implementation phase.

He also recommends that the company critically addresses its own digital innovation ecosystem:

– Perhaps you should consider outsourcing certain innovation projects by bringing in skilled IT startups or proven external IT consultants. These people often possess a frontline knowledge and agility that makes it easier for them to act quickly and creatively without being hampered by ingrown processes and corporate paradigms, he says.

Brien Troelsen points out that several of NNIT's barometer pioneers have used external consultants who have managed to challenge the "business as usual" mentality and come up with innovative solutions to business challenges.

Brian Troelsens råd er derfor, at virksomhederne fastholder deres store fokus på samarbejde i ledelseslaget, men samtidig opjusterer på tid og ressourcer til implementeringsfasen.

Han anbefaler samtidig, at virksomheden forholder sig kritisk til sit eget økosystem i digital innovation:

– Måske skal du overveje at outsource visse innovationsprojekter og for eksempel trække på kompetente it-start-ups eller gennemprøvede eksterne it-konsulenthuse, der ofte besidder en frontlinjeviden og en agilitet, der gør det lettere for dem at agere hurtigt og kreativt uden at være hæmmet af indgroede processer og corporate paradigms, siger han.

Brien Troelsen henviser til, at flere af NNIT’s barometer-pionerer netop har benyttet sig eksterne konsulenter, der har formået at udfordre ”business as usual” og udtænke innovative løsninger på forretningens udfordringer.