Digital transformation is a fast and accelerated phenomenon because it implies, above all, a profound change in business models and has an exponential nature.
After the pandemic, we saw progress in the digitalization of all types of organizations. The arrival and adoption of tools for remote or hybrid work and consumption was rapid. However, although this process occurred at high speed, it was not really accelerated. There was progress in digitalization, but little progress in a real digital transformation.
Now, in 2024, it seems that transformation is really happening, driven by data analysis and the new doors opened by Artificial Intelligence (AI). The fundamental feature of this new wave is that it will not only change how we work, but it will also directly impact business results.
To reflect on this issue, it is essential to measure the current situation in terms of digital maturity, as well as the future capacity to address complex transformation processes.
Digital acceleration: 3 keys to how technological leadership
At this point, there is an inescapable reality: the future belongs to those who know how to move because this transformation is no longer optional. This is a question of survival for organizations and companies. And, perhaps more surprising: it is not just a technological issue, it is a challenge for the very structure of companies.
These are three fundamental keys to not be left behind:
- 1. Hybrid roles: the key to breaking down resistance
The challenge of digital transformation is not only technical. The real difficulty lies in how companies can create business cases that convince all stakeholders—from top management to the bottom employee—that change is imperative. This is where hybrid roles between IT and business are essential.
Digital transformation is a fast and accelerated phenomenon because it implies, above all, a profound change in business models and has an exponential nature.
These profiles, who understand both technology and the language of the business, are responsible for translating technical potential into tangible and understandable results. Through them, CIOs can present initiatives that not only sound like “cutting-edge technology,” but that respond to real problems, with real solutions, making even the most resistant join the change process.
Convincing the organization is a necessity, and these hybrid profiles will be the ambassadors that will make digital initiatives understandable and attractive to all actors involved.
- 2. Today it is data, tomorrow it is Artificial Intelligence
Companies are leveraging data to improve their understanding of the market, predict customer behavior, and fine-tune strategies. Additionally, data analytics has become a vital tool to optimize resources and improve operational efficiency.
While there is a lot of noise around Artificial Intelligence (AI), its implementation is still in an experimental phase in many cases. There are pilot projects and specific applications, such as productivity assistants (tools like CoPilot) and some processes have also been successfully automated, but it is not yet the predominant element in business operations. The present belongs to data analytics, the future belongs to AI. Those who are not already on the analytics train should get on board.
- 3. The snowball effect: the further you go, the easier it is to keep moving forward
One of the most interesting points is what can be called the ‘snowball’ effect: the further an organization advances in its digital transformation, the easier it becomes to continue. In this sense, inaction is dangerous. Companies that started moving a few years ago are now reaping the benefits and can race full speed towards new technological horizons. Meanwhile, those still immobile face an uphill race.
The message is clear: waiting is not an option. Companies that have stopped are falling behind in a race where the pace of progress is increasingly dizzying. Agility and the ability to quickly iterate on digital strategies are what differentiate leaders from laggards. If we do not act now, we risk being irreversibly left behind.
The truth is that it is time to stop thinking about technology as a mere support and start seeing it as the engine that drives the entire business. If organizations and companies want to reach those who are already racing in their digital transformation process, they must start acting today.
