2019 was a rooted digital transformation year at Norm Holding. In an era of technological developments at an unprecedented pace, necessary steps have been taken to be able to read the race of competencies developments and stay in the game all the time. Classical IT structure within the organization has turned into the Technology and Digital Transformation Directorate, which contains a holistic structure, which meets the requirements of the digitalization age.
By 2020, our department has started taking steps in accordance with its foundation strategy of our organization. While we were working on infrastructure and network security systems, transparency of processes, numerical management, task management, and the adaptation of the installation of software tools for remote work, we came across with the Covid-19 pandemic unexpectedly.
We were “READY” for this transition time because of all the precautions we have taken and the works we have made. For the transition from office work to home offices, we have put quickly into useful tools such as Teams and Planner. The amount of notebooks has been increased immediately. By increasing our connection infrastructure almost 3 times in a day, we have provided into a digital model almost without any severe problem.
These days, we often say: “Our ways of doing business will change.” Although the change has occurred from necessity, the real change will come henceforward. The real question is: "What should we do?"
Famous management consultant Simon Sinek stated in his last book that “Business is an infinite game. There are no winners or losers in an infinite game; there is only ahead and behind.” He argues that there is a different kind of war of existence, in which the rules can change at any time. The important thing is to stay in the game all the time. So this is not a 100-meter race and not even a marathon.
So how do we stay in the game? I think we need to develop innovative and agile strategies.
In order to do this, we need to raise new leaders and keep them in the game. Timeless leadership can only find its place with “adaptive” executives who understand technology and development and can mount it at the right points of their business. The key expression here should be “mounting to the right points”.
We have to understand this very clearly: using new generation technologies is not the digital transformation. The only technological tools which keep us in the game are the tools that create an advantage in the competition.
There has been a constant change in the world of information and technology for the last 30 years. New tools, definitions, words are constantly entering and exiting our lives. Only 30% of these concepts are durable for more than 5 years. This means that the change has been always there. Nowadays, we can say that this duration has been even shortened.
Therefore, it is necessary to ask the right question to find the tools that can be used in the competition instead of a bit of IoT or a pinch of VR / AR.
"Will it have added-value to the customer or to our employee?" In order to answer this, it is necessary to know both the technology, the customer, and the corporate culture. In this case, it would be right to say that those who are curious, well-researched and who tries, will always be one step ahead or “Stay in the game” in the age of digitalization.
According to a study conducted by Oxford University, the life span of professional information used between 1984-2014 has decreased from 30 years to 5 years. I am sure that everyone reading this article will agree that this is even shorter today. In short, accessing and renewing information is the most important competence. If we try to adapt this to the business world, the management of the information, Industry 4.0, which we have talked about a lot in recent years; we need to understand that digital transformation is for providing uninterrupted access to information from anywhere.
To explain the concept of managing the information furthermore;
• To know where the product and the process is, when and what the customer is doing,
• Collect, compile and make sense of this information,
• Then modeling to reveal behaviors,
• Creating propositions that can mimic human intelligence by drawing smart results from these behaviors.
The way to do all this in an agile and efficient way is to reach the information in the shortest time and with the least effort. We can include this within the definition of “digitalization”.
All companies willing to stay competitive will have to go through these stages of evolution. In this direction, we are preparing to put our technological strategy into action in the medium-term under the following aspects.
1- Traceability of the Process Transparency
In order to design traceable and measurable processes, we make analysis regarding today and the future and put our hat in front of us. From now on, it will be easier for all Norm Holding teams to adapt the technologies they want to the processes.
2- Big Data
Creating, collecting, analyzing, and even modeling.
3- Transition to Cloud Technologies
Efficient and inexpensive access from anywhere, anytime.
4- Cyber Security Infrastructure
Data security will become more important than anything. We will be prepared for this.
5- Corporate Memory and Democratization of the Data
Our rapidly globalizing and growing institution should meet with a corporate memory that can be classified and learned. The data and knowledge within an organization have to be accessed independently from any condition. We aim to provide an easy way to push the flow of corporate knowledge and the experience of every employee to a central memory pool.
Digital transformation has accelerated with the pandemic, but it has already been on Norm Holding’s agenda. In this regard, we are continuing and will continue to work to be ready and one step ahead of the future developments.