10 Jan ONLIFE, the new challenge for HRs?
“Onlife” is the neologism used to define “the vital, relational, social and communicative, work and economic dimension, seen as the result of a continuous interaction between material and analog reality and virtual and interactive reality*”.
Our lives are “onlife“. And those of our children even more, despite our attempts, often poorly supported by our example, to detach them from the smartphone.
This is a phenomenon evident to all of us and hyperbolic in its development. We therefore cannot fail to consider it in the reflections on corporate strategy and organization.
A recent Assintel report, tells us that over 60% of large companies in Italy has defined and is definitely implementing a Digital Transformation strategy. In most cases these are programs more focused on the customer experience, on the front end, on the point of contact between the company and the market. Much less DT, on the other hand, concerns processes, procedures, practices and internal organization, with the risk of creating two-speed companies, increasingly distant from the front end and back end of the processes.
A second starting point – by Giovanni Fracasso – offers us success stories in the DT paths and concludes by bringing attention to that factor “soft”of the DT that concerns skills and attitude:
What is needed is an internal attitude, possibly structured with skills and roles, to continually question the processes to innovate them without stopping (...) day after day”.
DT is still a very experimental terrain, where there is no equal “success formula” for everyone, but where it is important to learn from others’ experiences to share, and to experiment in turn.
The “human” factor is identified by all as the key success factor. But be careful! We must know how to connect this consideration with the development of solutions that generate a high “adoption”. Those who design solutions for the consumer, work to facilitate their adoption, that is, the spontaneous desire for use, connected to simplicity, pleasantness, perceived usefulness (interesting in this sense the Netflix series “Abstract”).
When we think of solutions that we want to implement in companies, which are used by employees, we cannot ignore the fact that we design them with a view to “adoption” by our internal “users”. For this a different mindset and different skills are needed, in charge of the functions that will decide to guide the DT process for the back end of companies, today often without real leadership. Is this perhaps a topic that concerns the HR function in 2020?
* Source: Treccani