DIGITAL TRANSFORMATION STARTS WITH PEOPLE: CULTURAL CHANGE AS A FUNDAMENTAL PILLAR

Xavi March, Corporate Director, and Guillermo Romero, Data Analyst.

In recent years, technology has evolved at a dizzying pace. Concepts such as generative artificial intelligence (AI), machine learning, blockchain, the metaverse or the Internet of Things (IoT) are redefining the way organizations operate and relate to their environment.

This pace intensifies the need for organizations to constantly update their technology in order to stay ahead of the curve. Despite this, technological transformation projects often focus exclusively on tools and platforms, forgetting an essential aspect: cultural change.

No digitalization project can achieve the expected success without a parallel development of the people who have to carry it out. Organizations have to adapt not only their tools, but also their perceptions, practices and ways of working. In the end, the determining factor for the success of a digital transformation is not only the technology implemented, but the people who are part of it.

Technological change is also a cultural change

When we talk about technological transformation, we often focus on the implementation of new platforms, software or management systems. However, the real transformation begins with the change of perception of the teams and the management of the organizations about the potential of technology in their day-to-day work. This cultural change involves breaking down traditional barriers, such as resistance to change, fear of losing autonomy or lack of confidence in digital tools.

Management has a key role to play in this process: leading by example, promoting a culture of collaboration, continuous learning and adaptability. According to Deloitte’s “Digital workplace and culture” report, organizations that prioritize the development of their teams during digital transformations experience a significant improvement in innovation and productivity.

Furthermore, as noted in McKinsey’s “Unlocking success in digital transformations” report, approximately 70% of technology initiatives fail to achieve their objectives because of a lack of cultural alignment and resistance to change. This data underscores the importance of approaching digital projects from a global perspective, including not only technology but also cultural evolution.

Preparing the organization for new ways of working

Adopting new digital tools does not simply mean implementing them, but also transforming how daily work is conceived, organized and performed. This evolution requires preparation and commitment at different levels.

First, it is essential to conduct an initial diagnosis of the state of the organization’s digital culture. This includes identifying which practices are already aligned with the new ways of working and which ones need to be evolved.

Next, it is necessary to involve the teams from the beginning of the process, listening to their needs and showing how technology can benefit their daily lives. This two-way communication is key for technology to support people’s needs, help identify problems more easily, enrich operations with more innovative ideas and foster a sense of ownership.

It is also essential that management and middle management become standard bearers for change. They need to lead by example, promote a culture of trust and allow teams to experiment with new tools without fear of error. This will help consolidate the new ways of working.

Finally, the organization must ensure continuous training, not only in technical aspects but also in transversal skills (soft skills) such as flexibility, collaboration and innovation. This investment in people will make it possible not only to adapt to change, but also to generate it proactively in the future.

People as a critical success factor

As we have highlighted above, the success of any digital transformation process depends to a large extent on the involvement of people. Teams, leaders and organizational culture are the real drivers of change, ensuring that technology is fully integrated into the day-to-day life of the organization and delivers real value.

When people understand the “why” of transformation, it is easier for them to actively contribute to the “how” and the “what”. This understanding generates commitment and facilitates the transition to new ways of working.

Leadership plays a decisive role in this process. Leaders not only have to embrace change, but also inspire and guide teams, communicating a clear vision of the shared benefits of digital transformation. This leadership has to be transversal, involving not only management but also all levels of the organization.

Finally, when an organization undertakes a change process of this magnitude, it is essential that it is aware of the added effort that this entails for people. Adopting new tools or processes implies a progressive adaptation, the temporary loss of some already acquired functionalities or even learning that until now was comfortable and efficient. These transformations may generate some discomfort and an extra burden, beyond the expected benefits that will be obtained over time. Recognizing this reality allows the organization to act with the utmost respect and care towards the team, establishing support mechanisms and planning actions to minimize the impact. At the same time, to sustain this change in the long term, it is vital to build a culture that prioritizes well-being and personal development. Beyond technological efficiency, it is important to emphasize how this efficiency can improve people’s daily lives, both internally and externally.

As we have done in Nous Cims

At Nous Cims, the growth of more than 60% of the team in the last three years has made evident the need to strengthen our digital culture to meet the challenges of an organization in constant change and adaptation to the strategic needs defined in the strategic framework. In this context, the Digital Strategy Council (CED) was created in 2023 , a key space to help define and promote a culture that puts people at the center of the digital transformation process. Special mention should be made of the fact that people from each area of the foundation and from different roles participate in this Council.

The council is not a space for decision-making or project execution, but acts as an engine to align technology with the culture of the foundation. This is a space for accompaniment and reflection where we work collaboratively to create the basis for a transformation that is inclusive, sustainable and aligned with the values of Nous Cims. To ensure this cultural approach, the board is organized into two main committees: the Communication and Training Committee and the Change Management Committee.

The Communication and Training Committee focuses on connecting people with digital projects, ensuring that information flows in a clear, accessible and bidirectional manner. Some of its initiatives include:

• Communication: We work to explain to the entire organization the digital updates, highlighting not only the technical aspects, but also the real benefits they bring in the day to day of the teams. This communication is done with a simple and close language to break any technical or conceptual barrier.
• Training: Specific training sessions are designed in conjunction with digital consultants to provide teams with the necessary knowledge for the proper use of new tools, promoting confidence and autonomy of people. In these sessions we not only seek to cover technical aspects, but also transversal skills such as collaboration and adaptability.
• Spaces for interaction and feedback: The committee is working to find spaces where teams can raise doubts, share concerns and make suggestions, helping to generate complicity and trust in the digital transformation process.

The purpose of the Change Management Committee is to accompany the organization in the change process, creating an environment that fosters adaptation and learning. Its main functions are:

• Perform diagnostics and follow-up: In this section, what are the main challenges and cultural barriers to digital change, as well as opportunities to strengthen the involvement of the teams.
• Creation of a culture of change: Through workshops, dynamics and specific materials, this committee contributes to building a digital culture where change is perceived as an opportunity and not as a threat.
• Personalized accompaniment: For new digital projects of the organization, tutorials are conducted to guide the promoters to see the fit within the current ecosystem and see the synergies between other options. At the same time, we are working on the figure of the digital mentor so that they are referents of each technology used within the organization.

With these approaches, we not only promote the implementation of digital solutions, but also work actively to create a participatory and future-oriented digital culture. This approach helps to ensure that the digital transformation process is understood as a natural and shared evolution, and not as a technological imposition.

With this approach, we intend that the digital transformation is not conceived as a simple investment in technology, realizing that its success depends on the ability of the foundation to align this investment with a cultural transformation. This requires not only an adequate technical implementation, but also an accompaniment to the people who are part of it, providing training, communication and support.

Innovation and digital transformation: challenges and opportunities: oikonomics

Unlocking success in digital transformations: McKinsey & Company

Digital workplace and culture: Deloitte

The levers of success in digital transformation: oikonomics

Digital transformation: Improving the odds of success : McKinsey & Company