6 Steps to a 4.0 Business with Zoho One

In the company 4.0, information systems are no longer the accumulation of data, but their collective disposal and their organization to facilitate the use of information and the retrieval of the knowledge of each individual.

The implementation of technological tools of 4.0 allows a company to take cognizance of its processes and working methods, of its real productivity and to discover its potential.

Finally, the standardization of sales processes and the sharing of the most efficient resource methodologies to allow all employees who have the same role to better master the expertise necessary at each stage and to identify which stage an employee needs to help to achieve common goals.

The value obtained from these uses is important because it is part of the development of social capital and the evaluation of staff.

Frozen and static systems tend to underperform and add stain and time to the execution of a task. In a 4.0 business, it’s not the data that matters, it’s how it’s processed and what your team uses and transforms it for.

Don, this is the sequence of tasks and behaviors to perform according to the stage of a process that the manager will have to evaluate or model, to have it repeated by the rest of your team, and not just the data that must be completed at the process stage.

The concept encompasses the company’s ability to enhance the use of tools and, therefore, to have the ingredients necessary for ‘recipe 4.0’. In order to validate the presence of its elements, management can have an audit carried out by an external firm which specifies the level of digital maturity (CTA to: Zoho Forms Digital maturity) towards the company 4.0.

The objective of this type of audit is to guide the manager to know where his organization is and to be able to bring it where he wants to go.

Our audit model is based on 4 axes, namely: People, Process, Platform, Portfolio / Governance. For each of the 4 Ps, qualitative criteria make it possible to situate the organization according to the current situation. It is based on the behavior of people in your organization, the human axis represents the culture of the organization, the type of performance measurement management is practiced and the way people work together.

The organizational level represents the internal structures and architecture.

An organization with few silos, transversal governance mechanisms and a flattened hierarchical form will quickly benefit from the digital transformation towards 4.0 one step at a time.

The portfolio includes the technological component, it represents both the technological elements in place, also the internal capacity to undertake technological optimization projects and according to what reactivity in relation to business needs.

The functional analysis carried out with one of our analytes and a web questionnaire which studies the functions to be optimized in relation to the current system, according to which process and what will be the operation, i.e. the mechanics, of the solution to be deployed. Interviews with your team during the functional analysis allow the organizational and technical study to be taken into account when implementing solutions to align with your 4.0 strategy. The transformation plan to be put in place should therefore focus on the vision and the software integration strategy according to the processes, the platforms chosen and the architecture of the organization, which constitutes a challenge for the sharing of knowledge of transverse way.

It is essential to understand the 4Ps of digital transformation in order to anticipate the transition of your company to a 4.0 company. Depending on your current situation, it is possible that internal projects are necessary before the transition to a 4.0 model. These projects will necessarily have an impact on the solution deployment scenarios chosen.

The transition to a 4.0 organization, depending on whether it is a private company or a public organization, is a turn to be taken to remain competitive and open the company to the potential of accelerating its growth by integrating into the value chain of participatory, collaborative and transparent modes of operation.

More than simply seizing the opportunities to produce more with the same resources, companies will imperatively have to launch process digitization projects in order to be in tune with their employees, their customers, their users and their suppliers.

It is important to consider multiple small steps, because it is more than just the technological aspect, 4.0 is done step by step and one technology adoption at a time per employee. It’s a gradual turn and focus. This passage will be beneficial, and even essential for the company of ‘yesterday’, it is not always easy to grasp and to assert the importance of value in relation to internal resistance to the organization. The intangibility of benefits appears in itself as one of the challenges of digital transformation, the tangible aspects are:

  1. Reduction of costs and time
  2. Efficiency and accuracy of time for marketing and sales
  3. Set up the product development process faster

By anticipating the impacts of the transformation, by managing the change according to a strategic support plan and by choosing the right deployment strategies that your organization will be able to ensure the success of its 4.0 projects. The involvement of employees in the very management of projects begins a natural transition towards the use of the solution and the appropriation of it during the training.

1- Identify an internal project leader and key users

The project leader helps to give credibility to the approach in the eyes of key users. The goal is to ensure the quality of the actions undertaken, whether they are ‘from the base’ or ‘from the top to the bottom’ of the hierarchy of the company.

Ideally, the key users are internal managers who have some visibility in the company. These users are leaders who can influence stakeholders and approve the development of deliverables.

2- Identify the stakeholders and the limits of the responsibility of each of the resources involved and their interests

The goal is to understand the concerns and interests of each of the user groups according to the hierarchy of the company. A tailor-made training plan makes it possible to set up a stakeholder matrix illustrating the benefits, expectations and fears of each.

3- Prioritize the desired results and the variables that measure these results

These indicators will also make it possible to define the modalities of success of process digitization projects and the metrics to be favored during the analysis phase.

4- Determine the risks and the source of the risk

Risk management therefore makes it possible to predict different scenarios and to put in place measures to mitigate the severity of the impact.

5- Establish and communicate the documents and information to be produced

These are all the internal rules relating to the behavior and ways of doing business. These rules generally define the standards for the confidentiality of information and the use of computer equipment.

6- Define a transversal involvement of department managers involved in the solution project

Managers and their employees who make up their team must be supported by clear, flexible and evolving structures. The solution must adapt to the changing context of your business.


Finally, human resources add to the training needs necessary for the smooth running of collaborative projects, methods of enhancing the sharing of information.