3 challenges of Digital Strategy 4.0

How to plan for tomorrow while operating today?

This is the challenge of the digital shift for all companies starting the deployment of a digital strategy.

The portrait of a company’s digital maturity is a balance between improving productivity and improving the customer experience according to the business process.

A digital transformation begins with a clear and measurable vision according to the objectives of the overall strategy. We have to look further, because increasing efficiency and reducing costs are not measures that bring as a result a digital transformation such as Uber, Amazon, Netflix.

It’s not as easy as creating a mobile app and voila!

A successful digital transformation can have several culminating in and completely changing a business model and an industry or integrating process engineering internally to adapt the business to changing customer behavior in an industry.

A clear strategy that evolves over time with a balance between reducing costs and improving the customer experience.

In 1999, Drucker commented on the internet boom,

“it is not the access to information that is important. It is how organizations, business, and every horizon will change as a consequence that will matter.”

– Peter F. Drucker

What is your technology adoption strategy to support the participation of all employees according to the responsibility of each?

Gradual digital growth in all areas of the organization allows us to talk about digital transformation, which Zoho One offers you.

A Digital Strategy brings together all spheres of the company, so the adoption of the strategy by each department simplifies a successful deployment.

Identify measurable targets and plan the timeline to clarify your capacity, the means and the learning pace of the teams in each department.

A digital transformation project requires the support of all members of a company’s senior management.

Each of the leaders must understand the vision and usefulness of new technologies that integrate business processes.

Challenges hindering the technology adoption of 4.0

The transition from traditional business to business 4.0, like any development, brings a multitude of challenges. These challenges fall into 3 main categories:

  1. Waiting for a next version;
  2. Cultural obstacles;
  3. Resistance to change;


Waiting for a next version;

The wait for a next version refers to the perception of many managers that the company 4.0 is just one new trend among many and that there will be something better in a few years.

Rather than recognizing today the opportunities to adopt and master the technologies that transform the economy, organizations and the new business models that result from them, they prefer to wait and observe, from a distance, what others are doing. .

Cultural obstacles;

The transition to the 4.0 enterprise involves human, organizational and technological changes within all organizations that want to take the next step. For example, the questioning of the management style, the transition from a silo operating mode to a more transversal operating mode, the evolution of the classic organization towards an organization with dual communication.

These changes can only be desired a priori.

However, if the starting culture of the company is too far from the target, the changes for a team to adopt 4.0 technologies will take longer to implement. However, no organizational culture is impermeable to the principles of the company 4.0, it is about taking into account the current culture and developing change management approaches in alignment with the technological tools available to your team.

Resistance to change;

Any change, regardless of its nature, whether small or large, brings about a situation of instability, of loss of bearings which can provoke an attraction for the new, but also resistance, even sometimes a significant level of stress for some. The phenomenon of resistance to change, in itself is quite natural, can have several origins.

The implementation of new tools, new modes of operation may also not be meaningful for the people who will have to use them at the start of the deployment, regardless of the hierarchical level. The evolution towards a 4.0 company will not then be legitimized if the purposes are not understood and described in a functional analysis. The project will be assimilated to a simple fad, if no time horizon for each of the stages is shared with your team who will have to adapt to it as and when.

Thus, in order to facilitate the change in the transformation towards a 4.0 company, it is important to consider several approaches:

  • Functional impact analysis;
  • Identification of team managers by department and appropriation of their role during training;
  • Communication of the Milestones to be reached in order to benefit from the new functionalities, accompanying and support measures according to a schedule;
  • Accompaniment and support according to your needs and business processes;