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What is your people-centric level to get the adoption of digital tech?

Adapting to a disruptive and rapidly changing business environment requires careful consideration of stakeholders’ behaviour. An example could be a DT that aims to improve a company’s performance and create or enhance competitive advantages.

Or RPA, to be more efficient and closer to the customers, asks for delegating routine and tedious tasks to bots.

It emerges from a wide range of research that most technological introductions follow a process known as task orientation. An organisation’s behaviour can be seen as a result of its people orientation.

As a result of merging TECH and behaviours, there is a risk of unequal or low levels of technology adoption by employees and managers.

People in the company can feel that the following factors are undermining

· their position

· their capability to cope with the continuous emerging of technologies and their application in the organisation of digital solutions.

A people-focused activity set by leaders and supported by managers is the key to managing risks related to adopting innovative technologies and making them a part of the restructured organisational culture.

We believe that the following elements, combined with our PEOPLES © self-assessment, can provide a first response to verify the people-centric capabilities required for technology adoption.

  • Purpose? In addition to introducing it into the business, how can higher values be shared and actionable with stakeholders?

  • Mindset? A grown mindset that is open toward the external environment and thus to innovation in its general value.

  • Attitude? What is the approach to a healthy working environment?

  • Mentality and knowledge? To what extent do they apply to learning, experimenting, and adapting? And what about a safe environment?

  • Resources support? How are resources supported through the points above to facilitate adoption?

  • Change fatigue-feasibility-organisational changes: did you already think about the impact on your resources of what you intend to do? Are new roles or hybrid positions understood to help people work with innovative technology?

By combining a structured and combined approach, we can diagnose the level of People-Centeredness and consider the root causes of potential future non-adoption. Lastly, it is evidence of the potential causes of emotional or cognitive resistance.

PEOPLES © focuses on individual cause-and-effect logic, not maturity levels since every company is unique. We think that having statistical data about root causes and effects will not help leaders move forward when talking about People-centric.

Ask yourself: How people-centric is your company ready? What are the risks that you can mitigate or better remove?


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