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One of the most important prerequisites to starting a project well is verifying the existence of the conditions that are necessary for its success. When it comes to digital projects, it is necessary to verify the existence of the so-called “digital awareness”. What is it about?

In short, with the term “digital awareness” we mean the awareness of the impact that digital transformation can have on the organization at different levels:

  • on the boundaries of business in general
  • on the internal dynamics of the organization
  • on relations with the market and the industry in general

Regarding the boundaries of business, recent history is full of cases that show how successful companies (e.g. Encyclopaedia Britannica) or entire industrial sectors (e.g. music industry, photography) have been profoundly transformed by the impact of digital. Investing in digital awareness means learning to question principles and realities that we tend to take for granted and understanding whether the scenarios we are used to dealing with are not destined to change suddenly.

When we consider internal dynamics, instead, if we accept the traditional division of the professional profile into knowledge, skills and attitudes, it is important to understand what the impact generated by digital can be on these dimensions and, consequently, on the efficiency and effectiveness of people’s actions.

It will therefore be necessary to understand how digital can transform itself into a resource to increase management’s knowledge and skills and therefore improve their ability to make the right choices (effectiveness), using the available resources in a more rational way (efficiency).

But there are also other elements to take into consideration.

First of all, the relationship between the concept of innovation and digital progress on one side and a managerial class torn between the need to take the company towards the future and the danger of personally falling behind, of being cut off from a reality with which it is increasingly difficult to keep up.

Secondly, at a lower level, raising employee awareness of the responsible use of social media channels during but especially outside of work hours and contexts, when it is easy for opinions expressed on potentially sensitive topics to be somehow associated with the brand and the company.

A third reference context is represented by the relationships with the market with which the company usually interacts and with the actors who are part of it: customers, competitors, business partners, other interlocutors.

From this point, digital channels can help collect, organize, and use the data and information necessary to better understand customers (customer personas) and the trajectories they follow in the process of approaching the moment of purchase (customer journey), what contribution can be expected in building the value proposition, but also how digital channels can contribute to competitive intelligence and competitive benchmarking activities, or help the company protect itself from the possibility of being spied on and copied itself.

Evidently they are just a group of suggestions, but they should be enough to make it clear how digital projects must often be accompanied by adequate training interventions, even when the activities implemented are not only and not necessarily of a technological nature.