3 steps for a company in line with the digital revolution

The digital era in which we live has revolutionised not only technologies, but it has deeply undermined economic processes as we have known them in the past decades. So much that, the word ‘digital’ is often associated, mainly in marketing, to disruption, breaking. 

 In itself the phrase digital or innovation disruption do not have a negative meaning. They only indicate the speed of passage from one system to the other which has now become usual because of the continuous transformations brought on by the digital. For businesses and people it is an indisputable data but it can also become an opportunity for consolidating and developing the business, and for increasing the quality of life.

It’s a question of understanding if companies and people are suffering the effects of this revolution passively or if they are taking advantage of it.

1. Digital revolution: if not now when?

Is your company keeping up with the digital revolution? Understanding it is not only a way to transform the change into new opportunities, but it is first of all a way to answer a question that is even more radical: if not now, when?  

The quote from the title of Primo Levi’s novel, is in this case relevant more than ever. The only possible alternative, if you’re not keeping up with the digital revolution or if you don’t commit yourself to adapt in a short time, it’s that to succumb. 

This is the first step to take: realising that there is a problem. The self-justifying answer “we have always done it this way” is the antechamber for failure.  

2. Analysis of the digital dimension of the business

 The second step, straight after raising awareness of that fact that the world has changed, goes in the direction of a detailed analysis of what we can define as “digital dimension” of the company. It is not limited to checking the available equipment of hardware and software but it also has to go in depth to assess the data; assess their level of sharing; asses the speed in which they are generally used; understand when to take tactical and strategical decisions. 

Because it is probable that within the business already exist some databases, some applications, some management and software. But the real question is: how much the information contained in these digital tools are shared? To which we need to add a second one: how much does the sharing -full, lacking, fragmentary – of this information is reflected on the organisational trend? 

3. Comprehension of “contexts” and Digital Hive

It is very useful to identify the “contexts” of the business. An action that has to be taken supported by the adoption of a Digital Hive of SweetHive. Thanks to a computer system based on contextualised sharing it is possible to do an analysis of the business’ information flux and, at the same time, surpassing that internal digital divide that weighs down every business functions in watertight compartments which communicate with one another very little, if at all. 

To comprehender better what is a digital hive, we suggest you to read here.

Context, instead, is a collection of facts and circumstances in which and from which a specific event appears conditioned. This meaning that, for example, it is not enough to collect data of a company’s department to be able to obtain a value. It is necessary that the data is, precisely, contextualised. If in a defined period of the year the production of the company increases or decreases, this can be depended on at least three factors: labour, capital and organisation.  

That methodology of Context Sharing allows you to quickly obtain the indicators you need, letting you fully in the digital revolution.