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ExpErt SpEak

Classical To Digital Avatars |A Transformational Journey

By Prof. Satish Jayaram, PhD – Ideator | Innovator | Incubator

ecent discussions last month at the 18th Annual is the first priority. Develop robust
Conference of Mystery Shoppers Professional Association platforms supporting integration of
Asia Pacific in Goa, provided the impetus to create this tech-enabled systems with renewed
Rmodel. Challenges surrounding moving from classical to people routines. Rebooting is only
digital mode remain pressing. Yielding a part of established business Stage 1 to prepare for change towards
activities to effective digital avatars today is obvious. The comfort of relevance.
having mastered all known elements of a business in classical mode, 2. Soft Systems | Stage 2:
will only remain an irrefutable insight. Creating tech-hybrid models Factoring in post pandemic interplays
suitable to market environments, target audiences etc. where they exist between warm and cold cultures, as well as emergence of novel,
- rather than expecting them to materialize in your comfort zone, is hybrid, high-tech, high-touch practices are observed. The integration
now a critical priority. Instantaneous benefits from integrating modern of high and low context routines, without geographical barriers, using
technologies for quick-fixes are debatable. Businesses seek plug and digital mediums – represents opportunities to innovate. Sensitize
play solutions to sort immediate concerns, while deferring strategic people, soft systems and culture to accept, restart and optimally
perspectives myopically, obscuring future necessities. function in alternate realities. Revitalizing people practices, enabling
Classical human support systems, brick, mortar spaces and people higher efficiencies for effectiveness, needs reconditioned and replaced
in attendance, represent the comfort zone. How adequate are these hard systems.
in post-pandemic existence? This opportunity to question status-quo 3. Hybrid Systems | Stage 3: Once businesses achieve flexibility
is now palpable. Tech-enabled models are harbingers of doing better and contextual capability, pre-requisites required will gain strength.
and smarter, what we did deliberately in older contexts. Some core This phase requires both strategic but staggered capital investment
activities will always remain effective in classical mode. The debate is pipelines to be deployed. Devolution of team routines is factored in, to
on the validity of other activities that immediately need revitalization. incubate transition to neural, tech-intelligent solutions, bringing clarity
Adaptation to IT support systems to enhance processes, brings with to the cut-over process. Devolved teams create micro-efficiencies,
it a new set of logjams. While post pandemic survival has driven where leadership needs to strongly focus on integrating hard, soft and
most businesses into phygital (physical-digital) progression zones, invested systems, to facilitate alignment with change imperatives.
the evolution of active neural networks, poses new urgencies for 4. Intelligent Systems | Stage 4: Reaching this stage of evolution
with creativity, innovation and spontaneity
will require high levels of accountability.
Devolution must be reinforced with
empowerment. Teams need to function
at their best discretion, using ubiquitous
technologies to energize processes.
Empowered teams can then share their
domain expertise to synergize and
collectively provide aggregated solutions.
This will ensure that duplication is avoided,
even as individual business succeed to
provide networked advantages for entire
communities.
While these four stages appear to be
ordered in a linear fashion, the sequential
pursuit of this transformation from classical
renewal. Patience is required to transition from one avatar to another, to digitally relevant models, could demand prolonged timelines,
until an optimal mode of operation emerges, demanding disciplined consistency and dedication to change. Proactive, progressive businesses,
commitment. must initiate change activities concentrically and simultaneously
This model accounts for most addressable variables to form a broad in selective routines. Growth can then be organic, participative
framework. Mutual exclusivity and collective integrity of these four and integral to achieving small wins collectively. The most valuable
stages, requires re-alignments, based on unique business requirements. components of digital transformation aside technology, are culture
Significant moderating variables like culture, economy, geography, and people. Leaders need to take powerful decisions in this transition
markets, people etc. will need tweaking and re-adjustment. process. Ironically, the capability to renew, re-order, re-deploy people
1. Hard Systems | Stage 1: Businesses were developed in resource and technology for business benefit, must be diligently led by intelligent
intensive terms, infusing wealth to build solutions in former contexts. humans alone! Will we need to activate neural networks as new lifelines,
Teams, processes and talents were well- organized to deliver previously when businesses struggle with hoary organizational variables? n
expected outcomes. There is a case to re-examine these for results The views expressed within this column are the opinion of the author,
expected now. Restructuring hard systems to support current realities and may not necessarily be endorsed by the publication.

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