Making your Company Future Proof - Oaperg Technology
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Making your Company Future Proof

Although digital transformation isn’t easy, it’s becoming more common among mid-sized accounting companies as they respond to tremendous market forces. They have the task of creating new cultures that will tolerate and encourage continuous technological change as they adopt breakthrough technology to “future-proof” their organizations.

Due to a load of legacy culture, mid-sized accounting companies have been slow to adopt the technology. There are many obstacles to overcome, including old legacy systems and the need to develop new plans and ideas.

Digital transformation is a multi-year process that will necessitate significant changes in day-to-day operations. For a company to succeed, it must manage change effectively. Firms that regularly work shifts and cultivate engagement should expect increased user adoption and better business results.

Developing into a “Future Firm”

Imagine a future state. This is the first step towards digital transformation. This is a stage in the process of preparing the company for success. It’s more about strategy and culture than technology. A company’s leadership can play a proactive role by giving employees a clear image of the future state. The administration must decide: what kind of organization do we want to be? How will the “Firm of the Future” appear?

It begins with determining that technology is a significant competitive priority with considerably more significant benefits than hazards. It also entails determining which processes to automate and how they should be automated to ensure corporate growth. The following are the essential steps to becoming a future-oriented firm:

  • Create a vision: how technologically advanced is your contemporary culture? Organizational expansion necessitates the use of technology to automate and streamline procedures.
  • Find the proper technology partner to assist you through your digital transformation, from identifying your digital strategy to creating a roadmap and executing a new solution.
  • Obtain leadership and cross-functional buy-in from all levels of the organization. It is critical for a successful transformation program that the administration obtains buy-in from all affected functions.
  • Continuous change management is essential for increased user adoption and positive business outcomes.

Pre-implementation change management

However, to turn a vision into a new culture, people must be constantly empowered to seek out and accept technology. It’s normal to be wary of new things, especially new technology. Employees are often keen to avoid monotonous work and use advanced technologies to perform better analyses and learn new abilities. Employees must not perceive process automation as a threat to their jobs but instead realize that leadership wants to enable them to execute their best value-added work. It’s also critical for leadership to communicate frequently to keep everyone on board with the vision.

The following are crucial steps in the pre-implementation process:

  • Identify and engage significant stakeholders—it is critical to managing all stakeholders’ expectations. Stakeholders must be included in celebrating milestones even before they are implemented. Technology breakthroughs can pay off handsomely.
  • Develop communication materials from the perspectives of business, process, technology, and data. Part of the communication approach should elicit enthusiasm for the firm’s future direction, emphasizing the advantages of higher accuracy, larger volume from scalability, faster insights for clients, and regulatory compliance transparency.
  • Work with a variety of corporate operations and departments to collaborate and integrate.
  • Measure victories in stages—progress should be observed and rewarded even before the firm is ready to deploy.

Managing change throughout the implementation

Training programs should begin far in advance of the implementation to develop expertise in the new systems. It’s critical to stay in sync with the implementation team on business processes and technology changes once the solution is in place. Process design and terminology should be included in the communication strategy. The new process design should be adequately conveyed, and adoption barriers should be tracked through surveys and follow-ups.

Post-implementation change management

Product champions will continue to troubleshoot any issues that arise. Continuous communication, training, and ongoing engagement with the technology partner should be provided through a dedicated helpdesk. In the digital transition, everyone has a role to play. How you train people to use technology and create a working culture that embraces your company’s future vision will determine your success.

An innovative culture

In digital transformation, there is no such thing as a one-and-done solution. Finally, digital transformation is about people accepting technology and the company’s future path. To achieve successful adoption, addressing this obstacle is a process, not a single activity, and it necessitates rigorous change management from planning to post-implementation. For the past decade, Oaperg has been a digital transformation partner to professional services firms. We understand the professional services business and help our clients develop a technological roadmap and a culture that accepts and fosters continuous innovation.

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