Organizational change in the digital age

Understanding the problems and future directions of all aspects of digital transformation, we must think and reflect on what to reform, what to retain, what to give up, and what to adhere to. In addition to technical and managerial approaches, entrepreneurs also need to think about how their organization will adapt to the requirements of the digital age.

F4-16AD-2 In the digital age, more and more decisions are made from the middle and top to the bottom. 95/00 after entering the labor force series, enterprises face the management dilemma of four generations. The lack of resources, the need to hire digital technology and diverse talent, can impact the culture. The convenient information brought by the Internet has loosened labor relations, and more and more enterprises have adopted the form of borrowing and contract to obtain professional talents. Business automation, unmanned factories, challenges to leadership. All kinds of problems are not only the impact of technological change, but also the requirements of organizational change spontaneously brought about by digital promotion.

To meet the changes and challenges, the digital transformation of enterprises is also the right time. Transformation is inseparable from people and organizations, and organizational change is the top priority of digital transformation. This is also what I have been stressing with business managers during my visits to enterprises, that the realization of intelligent manufacturing and digital transformation in manufacturing enterprises must be a top project and must be paid attention to by entrepreneurs. F4-16AD-2 Because it all involves organizational change and restructuring of enterprise resources. These changes and restructurings cannot happen without the attention and approval of the leader. The transformation itself is dynamic, and how to establish and adjust the organizational structure that matches the transformation in the process of transformation is also a personal task for leaders.

Organizational change in the face of digital transformation is both digital, dynamic and continuous. So the transformation is about leadership and organizational culture. Let employees, departments can experience the charm of digital, and participate in the company’s digital atmosphere.

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In organizational construction, the leadership of middle and senior management should also adapt to the new requirements of the digital age, such as leading the change, driving innovation, deepening collaboration, bold authorization, empowering employees, inspiring enthusiasm, F4-16AD-2 digital acumen and awareness, etc. The cultivation of ability takes time, but also needs the process of change to experience and temper. Therefore, when you determine the determination of digital transformation, you can promote the change to build culture, cultivate capacity, and train talents, and do not rely on waiting to copy the ability and organization. The organization generated in the change is dynamic, so as long as the organization construction grasps the direction, there is no need to pursue a specific structure and form, because the digital age is characterized by change, the core is efficient, agile, open, platform. Taking the Chinese company as an example, when the global headquarters formulated the strategic direction of the company’s digital transformation and the strategies to deal with the digital transformation, the Chinese company firmly established its own digital transformation road, reached a consensus from the top to the middle level, and began the six-step method of organizational reengineering:
1. Close to the market, enabling the first line
2. First-line elitism
3. Service specialization
4. Functional platform
5. Build core competencies
6. Sustain transformation and encourage cross-border mobility

And then the overall action strategy:
1. Cultural concept reconstruction and leadership code of conduct
2. Reflection on digital transformation strategy
3. Achieve valuable growth
4. Enhance local competitiveness
5. Build an enabling platform
6. Path and organization of digital transformation

All these ideas are unified, discussed and collided, but also summed up while learning, not static, with the development and growth of the company will change and adjust. Therefore, for domestic small and medium-sized enterprises, to consider the change of their own organization, do not worry too much about the existing structure, fine tuning and major adjustment depends on their own determination and also on the progress of digital transformation. Think about what you want to change and what you want to stick to.