“Digital transformation is described as the integration of digital technology in all areas of an organization, fundamentally changing the way of operating and delivering value to the beneficiaries.”
In MAKAIA we have aimed at the development of digital transformation processes in the social sector, as part of our vocation to provide the tools and information necessary for all organizations, to improve the management of their processes and thus contribute to social and community development in projects of broad impact.
For this reason, at the beginning of this year we considered the development of a cycle of Digital Transformation Workshops in the Social Sector, in which we developed 6 activities in 3 cities: Medellín, Bogotá and Cali, with more than 150 attendees, of 40 civil society organizations, which actively participated in a practical co-creation activity. The methodology used was World Coffee through which the attendees were divided into 5 tables. In each one of them, a group of participants met to discuss and write their main challenges, needs and realities in one of the defined work areas: (1) Vision and strategy, (2) Organizational culture, (3) Infrastructure, (4) Operation to achieve its mission and objectives, and (5) Marketing and communications. After 10 minutes passed, the participants went to the next table, so that all the people had the opportunity to make their contributions in each of the 5 predefined areas.
Digital transformation is a familiar concept and has been heard by the people in the organizations, but is not yet perceived as a strategic pillar in the organization. The vast majority of people consider that organizations are aware of the need to develop models of digital transformation within organizations for the fulfillment of their objectives, but in practice technology is still conceived as an end and not as a means .
Most of the organizations that make use of digital technology, incorporate it mainly in the areas of communication, to interact with users and publicize their social programs, some use them to look for opportunities for resource management and alliances. However, they still do not know how to incorporate technology in all the processes of the organization (both for the efficient execution of their social projects, and in the internal processes of the back office)
The vast majority do not see digital transformation as a strategic aspect of the organization, which is why reactive actions are generated, where there is no defined plan or budget assigned. Therefore, there is no organizational culture willing to have an adequate incorporation of technology in their work.
Finally, the technology infrastructure continues to be incipient, presenting great challenges that allow the organization to reach a level of digital maturity.
Social organizations are still at an incipient level of digital transformation. The great challenge is to make the management areas aware that technology is a means to efficiently and effectively reach their missionary purpose and that, as such, it must be a strategic pillar and must have people who not only have the knowledge but also exercise a digital leadership within the organization. The openness to change is fundamental to be more innovative in its operation model and to identify how technology can contribute to better develop its missionary object and deliver more value.
It is important to consider that the digital transformation level assessment tools must not only measure the level of incorporation of technology in all processes of the organization, but especially how these actions are linked to a strategic plan and an organizational culture that focus and purpose to digital transformation.