Contents
Flexible adaptation to change has become one of the most important features of successful organizations. Digital transformation is not a fad, but a necessity. Conservative entities that are not difficult to find in the pharmaceutical industry or broadly understood healthcare, this change also does not bypass. Moreover, the pandemic – or perhaps thanks to it – significantly accelerated this process.
A matter of survival
Digital transformation is not just about being modern. There is so much more to it. Automation of repetitive activities performed by employees will save money and allow for more effective use of their working time, which leads to the development of their full potential, and this in turn is the fastest way to dynamic development of the company. The use of innovative solutions will improve the quality of the product and shorten the time of its introduction to the market. Data-based marketing will allow you to use your budget more efficiently.
Effective change comes from the top
Change starts with leaders. If the management board and managers do not speak the same language and if they do not support each other in implementing the change, nothing will happen. Transformation happens in the minds and before we start implementing it throughout the organization, make sure that leaders understand it and understand their role in the success of this endeavor.
Entering this phase of development, it is necessary to switch from control mode to trust mode, and this does not come easily to organizations built on traditional values. Quick action based on numerous experiments should become more important than slowly achieved perfection. You also need permission to make mistakes, which are a natural part of the learning process. Of course, if possible, we learn from the mistakes of others, but if we do not create a culture in which people are not afraid to take risks, we will lose to the organizations that reach this level before us.
First people, then technology
A common mistake is to focus on technology and the implementation of modern work or communication tools, but without taking care of complementing competences in teams that should keep up with these changes. If leaders are well-adjusted and trained, then do the same for employees. Don’t expect them to suddenly start working differently just because we expect it and give them modern tools. Let’s explain why we want to introduce changes, let them take part in their planning and tool selection, let’s organize trainings that will make them use the full potential of new technologies. Sometimes it is also necessary complementing competences in the team by employing new employees and taking advantage of the synergy of experience and innovation.
Data-driven decisions
What definitely characterizes digital transformation are numbers – not only those on which computer systems are built, but all the numbers – data – relating to the product and the business. All decisions should be more firmly grounded in the data. The key is to run quick tests, compare data, and implement solutions that have a specific business case. For this, we need analytical competences, people experienced in working on big data, but also systems that will allow this data to be safely collected and managed in real time.
Customer centricity at the heart of the processes
Can the process have a heart? I think he should. An important characteristic of successful organizations is the courage to challenge the status quo. If we see a process that does not bring benefits and, moreover, blocks development, it should be removed or modified. The maximum number of processes should be automated to unlock human potential for creative work.
In addition, I encourage you to build processes in which the client will be in the center (heart). All activities should be based on delivering the highest value to the customer in the shortest possible time. If we do not take into account the growing expectations of customers and do not flexibly adapt to the market environment, and instead focus on the processes themselves – we will lose.
Marketing in the digital age, or how to calculate it
As I mentioned earlier, digitization is about numbers and on many levels – on the one hand, computer systems, on the other hand, the need for a dynamically growing profit while reducing unnecessary costs, but also basing each decision on hard data. In the context of marketing, no other channel apart from the Internet allows for such a detailed account of the effect of the activities carried out. And it is not only about performance activities, but also content marketing. Much has been said about its advantages in recent years, but in short, it can be boiled down to customer centricitybecause by investing in high-quality content marketing and diversifying its distribution channels, we provide customers with what they expect in places where they are looking for it. On the other hand, it is a type of advertising that has almost as quantifiable effects as performance – it is enough to supplement the content marketing campaign with appropriate measurement tools, eg Brand Metrics.
Effective digital transformation is carried out at all levels of the company. Well-started and consistently implemented, it will certainly translate into improving the functioning of the organization, reducing unnecessary costs while increasing efficiency and job satisfaction.
This article appeared in the e-magazine Life Science (01/2022)
Check also other texts that appeared in Digital Health Magazine:
- The most important applications of artificial intelligence in medicine
- Development of digital health strategies in Poland and in the world