Digitalisierung ist das Thema, was momentan die meisten Firmen umtreibt, doch es sind nicht Bits und Bytes, welche diese Transformation vorantreiben, es sind die Menschen. Jonathan Escobar Marin erklärt in diesem englischen Beitrag, warum die Digitalisierung eher als Humanisierung verstanden werden sollte.
The success of companies depends on how capable they are of unleashing the talent and passion of their people to win with the hearts of a growing number of customers.
This is Jonathan Escobar´s business belief and he has proven it in more than 30 successful tranformations of just companies into High-Performance Organizations leading multidisciplinary and multicultural teams in more than a dozen countries and on three continents, e. g. at Procter&Gamble and lately as the Head of Global Lean Management of HARTMANN GROUP.
He is also co-founder and partner with HPO Global Alliance and a member of the Advisory Board of the OPEX Society and the Readiness Institute founded by Joseph F. Paris jun.
Driven by his passion for education, Jonathan Escobar transformed his idea of a new approach to education into reality and became co-founder and CEO of inn-Be, a start-up dedicated to High-Performance Education.
Digitalization, which most organizations are working on these days, is not a unique and aligned transformation process that develops agile teams, efficiently processes bits and bytes on the one hand and achieves immediate customer satisfaction on the other.
Quite the contrary: currently, the image of a majority of these organizations shows individuals and teams making every effort in trying to organize and rationalize an insurmountable barrier of systems, platforms, processes, endeavors and organizational inefficiencies. While doing this hard work they have realized that they are surrounded by an atmosphere of resistance and many political games. At the same time, both individuals and teams are worrying about the future of their jobs – a risk from the disruption of competitors who have placed their bets on humanization in a world of digitalization.
Today, in this hype of digitalization it is only your commitment to humanization that makes you the winner of the match.
Despite this image of real business life, every day several organizations initiate their „digitalization“ believing that just a few trainings, best intentions and some technology will eliminate the dehumanization and mediocrity that has been perfectly established by the organization.
They could not be further away from the truth:
Easy to understand, isn´t it?
Hiding mediocrity behind PowerPoints
Sometimes, „digitalization“ has changed to a new way to stuff PowerPoints and gain some time, thus, as there has still been no conviction, no courage and no long-term vision created – all of them required for the „humanization“ of any organization.
Eventually, asking a hip consulting firm to create a perfect strategic plan for you is much easier than executing the said strategic plan by tearing down the walls of your organizational bunkers, fighting mediocrity, putting customers at the center and setting out to give a voice to the minds of the intrapreneurs of your company.
The exponentiality of humanization
But there´s hope: some of today’s leading companies such as Amazon, thyssenkrupp AG, Vodafone, Inditex, and Toyota, are using „digitalization“ to take another step ahead in their unceasing search for the exponential „humanization“ of their organization.
They have been applying the principles of agility, efficiency and human development of Lean Management and are increasing the capabilities of their people.
Their humanization also aims at using technological and digital resources for the continuous satisfaction and loyalty of both new and existing customers: they make the value flow from people (employees) to people (customers) in an agile and instantaneous way.
For instance Toyota and Hitachi announced last October that they will embark on a collaborative creation to build a high-efficiency production model using an IoT platform. These two companies will conduct verification at Toyota’s model plants. Through this verification, they intend to establish a platform using Hitachi’s IoT platform “Lumada”, which utilizes the latest digital technologies such as AI and big data analysis.
By using this platform it is possible to enable teams at their plants to solve customers problems faster and more effectively. Through the IoT platform, teams will make the PDCA cycle to be accelerated and new issues to be identified and solved from the viewpoint of total customer satisfaction and end-to-end high performance, resulting in further improvement in quality and productivity.
As a specific theme of this verification, Toyota and Hitachi are planning to establish a system that helps the teams in their operations to prevent unexpected facility failures through big data analysis and extend the system to other processes to further improve the efficiency of maintenance work. They also plan to acquire and analyze product data that spreads across multiple processes to conduct verifications to further stabilize quality through accelerated PDCA cycles conducted by high-performing teams in their operations.
Toyota and Hitachi intend to make further use of the data, new technologies, and know-how that will be obtained in this verification, and strive to cultivate human capabilities through the IoT field, and create new value to offer business solutions for business operations.
As this example of Toyota and Hitachi shows, as many others from the organizations I mentioned before, all these organizations are winning in their markets since they are digitalizing their organizations believing that:
Bottom line: in a world of digitalization, only those who are able to realize humanization are the match winners.