In the digital era, businesses develop rapidly, sometimes even on a global scale. To follow the rhythm, organizations digitize their internal processes. Thus, the teams’ working methods evolve incessantly. It is indeed no longer rare for a coworker to have to intervene on a project with an offshore team, that is to say, outside of the premises in which he or she is physically located. How to succeed on your digital transformation project in the face of the swift evolution of the market? On which aspects would you have any interest to grant the greatest vigilance? In order to measure fully the stakes thereof, read the following without waiting any further.

Operating changes in the internal organization to prepare the digital transformation project

How to pilot a digital transformation project in a fluid manner? Involve your teams in the phases of the project, and you will be the first ones to be surprised by the result! Indeed, the company having a digital transformation project has all of the reasons to anticipate some changes within. It is about a phase up the project but well and truly indispensable. Restructuring the services in light of the structural changes of the business determines the success of the digital transformation project. The piloting of this phase can be assigned for example to a person in charge of human resources. This person could, in collaboration with a key interlocutor designated in each other department of the company, reap the maximum information from the staff members. The collaborative table is an easy-to-use and effective tool for this piloting. The key interlocutors will be responsible for coordinating the opinions and the ideas by operating a collaborative project leading. By mobilizing all coworkers, everyone will be involved in the decisions of the internal reorganization, the initial phase of the digital transformation project. Thus, the support of the collective is ensured to see the project through to the end.

Structuring methods and tools | The keys to a successful digital transformation

Once consent is obtained from the teams, the digital transformation project starts under the best auspices. The follow-up and the accompaniment to the project are now vigorous. The use of shared tables facilitating the management of subprojects then appears as a pertinent option.

For example, the enterprise information portal (EIP) will have several categories in response to all the needs of employees:

  • Corporate news: managed by the communication department
  • Helpdesk: managed by IT support
  • E-learning: managed by the training department
  • Contractual aspects : managed by the legal department
  • The main tool linked to the heart of the company’s activity: managed by the dedicated department.

 

Each person in charge of a subproject can thus manage his or her own table as he or she pleases and share it with the desired interlocutors. He or she additionally has the possibility to inform the other teams in real time of the advancement or of the difficulties related to the hazards of the project (late, change of interlocutor, budget restriction, etc.). Consequently, the necessary rigorous approach for the overall follow-up on the digital transformation project is not only facilitated but also engenders complementary advantages: real time savings through an immediate readability of the essentials of the data or another elucidation of the points of attention concerning the sensitive decisions to be made by management.

The market’s tendency makes the launching of digital transformation projects unmissable. Businesses must constantly gain new market share, and for that, they are compelled to adapt continually. Help yourselves with collaborative tables offered by RowShare to serenely manage your teams’ tasks and to rigorously follow the advancement of your digital projects!

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