Change can be difficult, especially for experienced professionals and established functions within an organisation. So, how can you persuade the nay-sayers to get on board with digital transformation? Laurent Charpenter explains.
The term ‘digital transformation’ has been bandied about so much that it has almost lost its meaning, but the concept is simple.
Digital transformation involves the use of technology to automate outdated, often manual, tasks and give corporate stakeholders better access to important data so that they make more informed and effective business decisions.
The pandemic forced many organisations to adopt digital transformation by integrating video calls, video conferencing and remote working into their daily business practices.
Not every finance professional is sold on operating smarter with technology, even if they really need to, however. Some are happy to stick with tried-and-true practices.
So, how do you sell change to people who don’t necessarily want it? First, you need to get to the bottom of this resistance.
Reluctance to change
Several factors could explain a reluctance to embrace digital transformation.
In accounts payable, for example, it is common for organisations to put off digital transformation because of the time needed to implement and train everyone up on the new processes.
Some organisations fear the changes needed to automate will be too costly, especially when more ‘pressing’ challenges should take priority.
At the same time, others might feel that they have been the industry leader for so long that they don’t see any immediate benefit to changing a process that has been proven to work.
Getting buy-in
Getting buy-in at all levels in an organisation can help to ensure a smooth digital transformation.
The support of those who will use new technologies and processes regularly is crucial in gaining approval from the top decision-makers, because these everyday users are key influencers in the process.
If you are introducing a new automating accounts payable system, for example, you will need complete buy-in from the finance team.
As a finance team leader or CFO, it’s your job to educate the end-users first by talking through their existing problems, then providing valuable free resources such as white papers and industry reports to start conversations around how new technology can be beneficial.
Digital transformation needn’t involve a significant change or the complete overhaul of a process in order to be effective.
Organisations resistant to change can start small by targeting a department or function that is struggling, or one with the most potential to deliver a high return on investment.
The organisation – and the people who oversee these processes – need time to recognise the benefits of the digitisation of one process or function, before proceeding to a complete digital transformation. By taking small steps, you are more likely to get buy-in as you progress.
Making the leap
Change can be hard sometimes, especially when making a technological leap. Some organisations will resist more than others.
The leaders most likely to succeed are those who believe in the transition, and can educate those above and below them in the organisation about the benefits of digital transformation.
Laurent Charpentier is CEO at Yooz.
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