Cuando se habla de los aspectos que las empresas, especialmente el CIO, deben tener en cuenta a la hora de abordar la digitalización, hay cierta tendencia a hablar de elementos tecnológicos e informáticos. Es lógico, dado que la actualización de la infraestructura es la esencia de todo el proceso de transformación al nuevo paradigma. Sin embargo, hay un aspecto que no siempre se tiene en cuenta desde la parte responsable del cambio y que los especialistas coinciden en señalar como igualmente esencial: la cultura corporativa.
La analista de Forrester Alyson Clarke definía este elemento así: «la transformación digital pedirá cambios a tu estrategia, tecnología, procesos y estructura organizacional, y la cultura es el pegamento que mantiene todo unido». Clarke ponía énfasis en la necesidad de «enfrentar al elemento humano» y cambiar la cultura interna, alertando de la tendencia de muchos responsables digitales de ignorarla.
También lo ha puesto recientemente de relieve Jessica Knight, directora y responsable de equipo de Gartner, durante un evento de la consultora en Florida. «Para llegar a donde queremos ir, tenemos que comprender dónde estamos ahora», destacaba Knight, en unas palabras recogidas por el diario The Wall Street Journal. Las personas encargadas de liderar el equipo de TI deben ser conscientes de cuál es la cultura en la organización, qué elementos la distinguen y se han interiorizado en la plantilla y los modelos de trabajo, y debe tener la capacidad de integrar en ellos las características digitales, si no quieren que se conviertan en un obstáculo a la hora de abordar todo el proceso de cambio.
La perspectiva de Knight es que, para llegar a un estatus de cultura digital, se debe emplear un enfoque centrado en el proceso: no tanto en cambiar a los empleados, sino en adaptar las estructuras y procesos existentes a ese nuevo paradigma. Y aquí entra en juego el papel de los CIO, que deben encargarse de que los sistemas favorezcan estos aspectos.
No es un proceso fácil, y en ella la parte dirigente debe ser muy consciente de que sus puntos de vista pueden diferir de los de su plantilla. Un estudio de Capgemini del pasado año ponía en porcentajes esta desigual visión: mientras que el 40% de altos cargos entrevistados consideraba que sus empresas tenían una cultura digital, el porcentaje bajaba al 27% entre los empleados. En lo que se ponían de acuerdo es en que la cultura reinante no era satisfactoria: un 62% la consideraba el mayor obstáculo para la evolución al nuevo modelo.
Y es que para garantizar el éxito de la transformación digital, la cultura de la organización es indispensable. Hace unos meses, también desde Gartner, el analista Aashish Gupta advertía de que era vital que la gente se comprometiera con la transformación digital para que esta triunfase. «El aspecto cultural y la tecnología piden la misma atención» por parte de los responsables de sistemas, decía, dado que «la cultura será la columna vertebral de todas las iniciativas de cambio para su transformación digital de negocio». Aunque el proceso de transformación digital puede parecer un cambio acelerado, quizás convenga pararse y analizar hasta qué punto la cultura de la organización está preparada para asimilarlo. Antes de que se convierta en el peor enemigo del propio proceso.
Fuente: https://www.ciospain.es
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