How to thrive in uncertain times
You are going to read about:
- How to reverse processes
- The urgency of establishing a new mentality
- Rethink the company's culture in include experimentation
Bruno Guicardi, CI&T, Co-Founder and President
For months living in constant change, companies have been looking for certainty points to stick to and point out their strategies. However, being a digital company used to dealing with the unpredictable for many years, we can say that there are few certainties that we have, and they all revolve around adaptability, flexibility, collaboration in search of agile solutions and resilience in the face of uncertain.
And these are the certainties, these are the teachings that we want to offer in this article for those looking to accelerate their journeys of digital transformation with force in 2020. Thus, we bring here reflections and insights generated in an interesting chat between our CSO, Bob Wollheim, and our president in the United States and Co-founder, Bruno Guicardi, in a podcast. In addition, Bruno talks about the new learnings brought not by the "new normal", but - as he says - by the "abnormal".
Time to reverse processes
Playing successfully for years, many traditional companies have been creating digital sectors with multidisciplinary and collaborative squads running agile. They aim to bring agility in the production of new ideas that accompany the market and speed in deliveries to customers. Meanwhile, the company's entire machine continues to function in the same way. The new ideas that come from these squads, or directly from customer requests, have to pass through the scrutiny of the upper echelons and the council, who end up choosing a few that "will have the honor" to be launched.
Just by reading this last sentence we have already lost months, and the consumer has already changed his/her desire or turned to the competition. The time has come to turn this process completely upside down. The way of operating digitally has to be the foundation of the company and not just an innovation niche. If they don't change the way they approve and finance these ideas, the speed of creating the new and delivering real value to customers just doesn't happen and your company has already lost space.
The word here is experimentation. It is not just to let the squads create hypotheses for solutions to deliver value to customers and ask for authorization to carry them out, but to give real autonomy for the company to move in this format. Teams must be free to create new value propositions, test them with consumers, adjust or abandon those that fail and try again in a continuous cycle. If there is no certainty, fine-tuning side by side with the customer is the only possibility to generate products, services and experiences that delight and bring impactful results.
Rethink the company's culture towards experimentation
The urgency to change culture and structures to make your company fit for this type of operating logic is in place, but we know that it is not a simple task. On the contrary, modifying an ingrained culture is a very complex task. The only way to do that is to introduce, little by little, new practices that make sense, and that have much better results than the previous ones. Both for the teams and for the company as a whole.
On the operation side, the value of new ways of doing things has to be generated in the speed and ease with which the teams work, reducing bureaucratic and hierarchical barriers and allowing them to generate solutions to the problems and needs they actually see day to day, accompanying customers. As for the C-Level and the board, the faster the business pointers move, the more strength the necessary changes in the company will gain.
According to Bruno, when it comes to cultural change, one point that should be especially addressed is the development of leaders who are "educated in technology". Business leaders of the future must increasingly understand the opportunities and possibilities of the new tools.
Becoming an expert is not a necessity, but having a consistent knowledge and always seeking to update with executives in the area "in the same way they understand marketing, accounting, HR and all the other disciplines necessary for a company to function". For him, the senior executive must expand their skills and knowledge and understand the need to be always on the move and constantly learning.
Bruno was asked about the future, as he is based on the experience of those who have lived for years immersed in the uncertainties of digital, attending operations worldwide. His answer leaves a reassuring guideline.
If you want to hear the entire chat content, access the podcast.