Our approach to digital transformation
Despite its commercial appeal – no company can ignore the subject today –, Kaqi does not offer a fifth service called « digital transformation » or « AI »…
Why?
While the tools driving digital transformation are undeniably new and innovative – at least the most interesting ones –, the human and organisational changes that come with rolling them out are not new, even if every transformation is unique.
By their very nature, our four services include the changes linked to digital tools, whether they result from them, justify them or accompany them.
But whereas digital transformation projects focus on technology, to which people are expected to adapt (in theory…), we focus on the human side.
This is why, rather than digital transformation 2.0, which puts tools first, we prefer transformation 3.0, which puts people back at the heart of success.
Some applications
Change management
In digital transformation, « the best is inside »: customer focus, collaborative practices, flatter organisations, new approaches to skills… all themes that feed companies’ transformation projects.
To find out more about our view: « Digital change: the best is inside » (in French).
Team and leadership coaching
Who should be in charge of your company’s digital transformation? The CEO, the CIO, a « CDO » (Chief Digital Officer)? The latter seems to be in fashion… But is it a lasting role, or a temporary function, bound to disappear once the « transformation » is complete?
Here again, the power and influence struggles around this role, or function, destroy value, unsettle organisations and demotivate teams.
For our reading of this new challenge of collective mobilisation: « Digital transformation: between fantasy and paradigm shifts » (in French).
Territorial dynamics
Digital tools and the practices around them are also changing how we approach places: geolocation, augmented reality, disintermediation… All changes that affect how we live, work, consume and travel.
These tools and practices are naturally part of the changes and opportunities we seize to structure and energise the territorial dynamics we support.
For example, our view on « UberPop »-style mobility: « UberPop: a good idea in the wrong place? » (in French).
Training and sharing good practice
E-learning, collaborative platforms, MOOCs… What kind of professional training for the digital age, and on digital topics?
In our view, the core of digital transformation is a reminder, even an acceleration, of some fundamentals: customer focus, shared leadership, stakeholder mobilisation, agile ways of working, self-organisation and emergence, collaborative practices, interpersonal skills, work organisation and the use of available time…
Digital transformation is therefore an opportunity for training, for getting people moving and for sharing skills. And we use this « mobilisation magnet » to spark your teams’ interest and help them take ownership of these « human technologies ».
Further reading
AI is a redistribution of power. But who benefits?
Everyone is talking about AI. But what is not explicitly addressed, and should be taken far more seriously by all those who have a say in acquiring and using these tools, is the question of decision-makers’ power. Who actually decides, in the end?
For digital social responsibility
Do you think the inventors of the wheeled suitcase foresaw the consequences of their creation? The same question applies to those who create, but also buy and roll out, all the digital tools that are transforming our world and the way we live and work…