The use of digital technology in the working lives of millions was transformed overnight in March 2020, but none of this change was carefully planned; it wasn't part of an institutional strategy or transformation project. So why are so many organisations turning to a digital strategy as the initiator for digital transformation?
Earlier this year JISC, the UK digital, data and technology agency focused on tertiary education, research and innovation published a report on how UK universities are approaching digital strategy differently following the pandemic saying ‘some are creating specific digital transformation strategies, while others are incorporating digital across existing strategies’. A key theme is how institutions are trying to build on the very abrupt changes brought about by the pandemic in a more strategic and fully embedded way.
A further recurring theme across the sector is the link between strategy and transformation; maximising the use of digital technologies being something every institution aspires to achieve. In fact, this concept is so ingrained in the sector that there are degree programmes in digital transformation, and institutes dedicated to research and impact in this area.
Such initiatives can also draw scepticism; how many digital strategies actually provide a detailed plan for transformation? How many bear any resemblance to what is happening on the ground? How many strategy roadmaps reflect realistic implementation timelines, which are adhered to? How many staff can articulate their institution’s digital strategy?
Moreover, the glacial approach to change is creeping back – I’m regularly told by clients and former colleagues that their digital initiatives are absolutely going to happen once they progress through the multifarious committees, boards and working groups.
I work largely with universities and know that almost all have a nicely presented pdf strategy sitting on a website for anyone to read – and know it’s the same for most businesses. But for me, a digital strategy needs to be an active and urgent plan, rather than a vague aspiration. If the only output of a digital strategy is a shiny document on the website, then there is no point having one.
The unique situation and urgency of the Covid-19 pandemic gave all organisations a simple central goal: to enable staff to work remotely but keep delivering, but at the same time the constraints presented meant staff were enabled and empowered to do so using any means necessary. That said, the fact that rapid transformation took place during the pandemic does not mean that ‘unplanned’ or ‘unstrategic’ change is the solution.
How do we reconcile the need for rapid transformation with the need for change to be well planned and executed?
A good digital strategy lays out a clear roadmap for transformation, balancing urgency with innovation and autonomy; be realistic about where you are, understanding what the situation on the ground really is and what resources are needed to make positive use of digital technology.
There will always be barriers and complications when it comes to digital transformation, but ensuring a strategy accounts for flexibility means organisations can continue on their journey.
To find out more about digital strategies, digital transformation and the future of work, get in touch with Waterstons at info@waterstons.com or visit www.waterstons.com