With the spread of COVID-19 across the world and its effects on the Construction Industry continuing to evolve, we now have two types of clients:
We were reassured this week when a large healthcare client who recently signed a digital transformation engagement told us that COVID-19 would have no impact on the initiative. In fact, they redoubled their commitment. They reminded me of a natural resources client who, as I wrote about in the LinkedIn post “Survival vs. Innovation: How the Fearless Thrive” four years ago, was facing significant headwinds and opted for the challenging—but extraordinarily rewarding—path of innovation.
They acknowledged it wouldn’t be easy, but they understood the value it would provide was even greater now with the operational challenges caused by COVID-19. Becoming a digital organization would enable their teams to work more efficiently in what are increasingly difficult circumstances.
Organizations like this understand that moving forward with digital transformation efforts now will put even more distance between them and their competitors.
With many companies transitioning to a remote workforce—at least in the short term—manual processes and a lack of effective digital skills, systems, and practices are exposing painful symptoms:
Co-located teams can accommodate such inefficiencies and suppress evidence of operational maladies. A remote workforce, however, will cause operational ailments to be exposed. As we expect organizations to rely on an increasingly remote workforce, these ailments cannot go untreated.
To be clear, organizations are not automatically eligible to be considered a digital organization just because they have enterprise applications and kit out their teams with hardware. That qualifies them only as an electronic organization. Being a digital organization is a much higher—and difficult—achievement characterized by a lack of operational friction—automation of manual processes, system-enforced control points, immediate data validations, data federation, and dynamic alerts, among others.
There are several diagnostic questions an organization can employ to identify its digital deficiencies:
If any of the questions above are true for your organization, a digital transformation can infuse new life into the organization and unlock enormous enterprise value. Doing so will enable your teams—both co-located and remote—to operate more efficiently and autonomously, which will increasingly become a competitive differentiator, if not a necessity.
The corporate mortality rate has been increasing for decades, as noted in the 2016 Harvard Business Review article “The Scary Truth About Corporate Survival” on the research by Dartmouth professor Vijay Govindarajan and University of Calgary professor Anup Srivastava. As COVID-19 further accelerates corporate casualties, digital transformation offers a potent vaccination.
Steven Hayhurst, Senior Vice President, oversees the delivery of Enstoa’s portfolio of projects across the globe, leveraging over 16 years of experience in project management, advanced analytics, business process improvement, and software development. In his tenure at Enstoa, Steven served as a project manager for several complex capital project management solution implementations in North America, Australia, and the Middle East in the natural resources, healthcare, education, and public infrastructure industries.