How would you describe the outlook that the technology sector in the UK & Ireland faces in terms of access to talent? How have Brexit, the cost of living crisis, raising of university fees, etc. affected our access to the next generation of talent? 

The talent landscape is complex, but also rich. There’s no doubt that Brexit would have impacted the ability of some businesses to recruit, but the UK and Ireland remain major hubs for top-tier global talent. Indeed our international headquarters based in Cork, Ireland, has a partnership with the local Munster Technological University, nurturing young talent. 

Technology companies are also adapting to the economic headwinds facing them, and their future talent pool. One major example of this is the emergence of new pathways into the technology sector, outside of degrees. 

We’re seeing more people are entering the technology industry through apprenticeships, courses, or placements. This also helps to make our industry more accessible to talented young people who, for whatever reason, may not want to – or be able to – go to university. 

The conversation around talent acquisition seems to always revolve around the idea that we don’t have enough people, but also that everything is getting more competitive. How can you square those two ideas? 

It’s not as contradictory as it first appears. The shortage isn’t about people in the general population, but a lack of people with the specific skills the industry needs at a certain moment in time. The demand for experts in AI, cybersecurity, and cloud computing is skyrocketing, but the supply of people with those skills hasn’t caught up yet.

But individuals who do have those skills, can be highly selective about where they work. In this situation, it’s competitive for companies who are vying for that talent. Many do this by offering lucrative compensation and benefit packages that few can match. And with the requirements changing quickly, that’s how we get both competition and complexity. This underscores the importance of proactive talent development strategies. NetApp’s Emerging Talent (NET) program, for example, invests in the future by giving young people opportunities to gain experience and build essential skills for careers in technology, while also prioritising benefits like work-life balance and fulfilment.

Does it have anything to do with layoffs due to automation AI, as well as fire-rehire schemes perpetrated by some of the country’s biggest employers (British Airways, British Gas, Tesco, etc.)?

It’s true that AI is changing how we work. If leveraged effectively, AI will be an asset that supports people in doing their jobs. For example, it can help streamline tedious and repetitive work, freeing them up to focus on the creative, exciting, or more complex parts of their work. 

In supporting their employees by offering rigorous training at all levels, businesses are able to help their workforce grow and evolve alongside the technology that has been created to support them – not to threaten their roles. And as we’ve discussed, the job market is shaped by rapidly changing skill requirements and global competition for top talent. Most employees also seek job security and want to trust their employer. Practises like fire and rehire can threaten that, even if they are presented as the only option for a company’s survival. It can be difficult to balance market demands with employee well-being, which makes it even more important for leaders to be open and honest with their teams, as this can help build that trust. If employees are confident about their role and security, we’re less likely to lose specialists to competitors or different industries.  

How can young people “break in” to the technology sector?

Breaking into the technology sector can be both exciting and challenging. It’s not always about knowing every tiny detail of what technology can do. But showing a genuine interest in the company, and in technology as a whole, by asking questions, and showing a genuine desire to learn is a must for an industry that requires people to constantly be learning and acquiring new skills.

Admittedly, it is competitive. Building up skills through online tools, or by attending courses in coding or web development, can be a real differentiator. At NetApp, we offer rigorous internship programmes for university students, allowing them to gain experience across various departments within the business. Such experience can give people a head-start as well as the foundational skills to succeed from the outset of their career. It’s also a great way to start building out your network, and you never know where a simple conversation might take you. 

What are the qualities you’d like to see in the next generation of technology workers? 

For me, it’s a willingness to learn, get stuck in, and a strong work ethic. Collaboration is at the heart of everything we do, whether it’s working with each other or working with technology. So, the ability to listen, and take an interest in how the industry is living and breathing is crucial.  

A commitment to career-long learning is another thing I like to see in people entering the technology workforce. This industry requires learning at every stage of our career. Even as someone in a leadership role, I’m constantly looking to develop my skills whether that’s by speaking to individual members of my team, attending industry events, or working with a career coach. 

How can the existing tech sector cultivate that next generation?

Technology leaders must start early, and equip young people with the tools they will need to succeed, long before students start applying for jobs. At NetApp, we have close relationships with institutions like Munster University in Ireland, where we host talks and recruitment events. 

We also have our 2-year S3 Academy programme, which kicks off with a  robust 90-day international training programme to help our young professionals adjust to working life with skills that are not traditionally taught in classrooms. Mentorship is also something that is important to me, sharing what I’ve learnt through the mistakes I’ve made as well as the knowledge passed down to me to help the next generation of technology leaders to grow.

The way we work has changed massively now that remote and hybrid models have become the new norm. In just a year, the number of fully remote workers has skyrocketed—rising from 49 percent in 2022 to 64 percent in 2023, according to Buffer. 

While these changes bring unprecedented flexibility for individuals and significant cost savings for businesses, they come with a hidden cost—rising isolation. 

As traditional office interactions fade, companies face a new challenge: how to keep employees connected, inspired, and productive in a world where for the most part, they’re on their own. To thrive in this new era, businesses are having to reimagine how they cultivate collaboration, culture, and creativity.

The isolation epidemic

Isolation isn’t just a mental health issue—it’s a productivity killer. Studies consistently show that loneliness can lead to decreased focus, lower motivation, and a sense of detachment from one’s work. For employees working remotely, the absence of casual chats, shared lunches, and impromptu brainstorming sessions can create a void that’s difficult to fill.

This lack of connection can have serious repercussions for our mental health. The World Health Organisation has identified workplace mental health as a critical issue, with stress and burnout affecting millions of workers worldwide. Remote work has only exacerbated this problem by blurring the lines between professional and personal life, leaving employees feeling perpetually “on.”

The question then becomes: how can businesses address this growing sense of disconnection without sacrificing the flexibility and efficiency that remote work offers? For me, the answer lies in leveraging technology to create a sense of community and structure that replicates what traditional workplaces once provided.

The rise of Body Doubling

Body doubling has gained traction as a powerful productivity tool. Originally popularised in neurodivergent communities, it involves working in the presence of another person to stay focused and on task. Virtual coworking platforms like FLOWN have adapted this concept for the modern workforce, enabling employees to join virtual focus rooms where they can work silently alongside colleagues even if they’re physically miles apart, share goals, and celebrate achievements in real time. These platforms help replicate the feeling of being in an office, complete with the subtle social accountability that drives productivity.

These tools aren’t just about combating loneliness; they’re about creating a structured and supportive work environment. For many employees, having a set time and space to work—even if it’s virtual—can provide the focus and motivation needed to tackle dull or challenging tasks. And for businesses, the benefits are clear. Body doubling can create happier, more engaged employees, better equipped to perform at their best, while retaining the flexibility of a remote work setup.

Why this technology matters now

As businesses navigate the complexities of remote and hybrid work, they’re realising that productivity isn’t just about meeting deadlines—it’s about fostering a culture where employees feel connected, valued, and inspired.

Investing in things like body doubling is a commitment to employee wellbeing. It signals that a company values not just output, but the people behind it. This approach aligns with a growing body of research showing that employee wellbeing directly impacts performance. When workers feel supported and connected, they’re more likely to be innovative, collaborative, and committed to their roles.

The future of work

As we look ahead, it’s clear that the future of work will be defined not just by where we work, but by how we work. The shift to remote and hybrid models has opened up new possibilities, but it’s also revealed significant challenges. 

In a world where isolation is becoming the norm, the importance of connection cannot be overstated and body doubling is just the beginning. As tools continue to evolve, they have the potential to reshape how we think about work, productivity, and community. For businesses, embracing this technology isn’t just a strategy for improving performance—it’s a commitment to building a healthier, more connected workforce.

The technology landscape evolves at breakneck speed, transforming industries and reshaping possibilities. Yet, the Health and Social Care sector – despite its reputation for cutting-edge advancements in medical treatment – remains hesitant to fully embrace technology in areas critical to its survival: workforce planning and recruitment, and staff retention.

A workforce in crisis

For years, challenges around recruitment and retention have plagued the Health and Social Care system. The Deputy Chief Executive of the Recruitment and Employment Confederation, Kate Shoesmith, has rightly pointed out that decades of underinvestment and poor workforce planning have pushed the sector into crisis. NHS turnover rates are staggering at 32% for domestic staff and 13% for international recruits. This churn creates an unsustainable cycle of vacancies and escalating costs. The result? A staffing model that risks losing even more skilled professionals while financial pressures continue to mount.

To secure the future of Health and Social Care, the sector must move beyond stop-gap solutions. To thrive in the future, it must embrace a sustainable approach that blends technology, ethical practices, and forward-thinking workforce planning.

Embracing technology in health and social care 

Technology offers significant potential to address these challenges. For instance, automation can streamline labour-intensive recruitment processes such as standardising CVs, verifying credentials, and scheduling interviews. This not only reduces administrative burdens but also accelerates the recruitment process, ensuring that care providers can fill vacancies more efficiently. Similarly, digital platforms can support candidates by providing pathways for upskilling, migration assistance, and integration into the workforce.

Such solutions do more than improve efficiency. By focusing on matching the right candidates to the right roles and providing ongoing support to aid retention, technology can create a more stable workforce. This, in turn, enhances continuity of care for patients and reduces reliance on temporary staffing solutions, which are often significantly more expensive.

Staffing, retention, and ethics 

The financial implications of the current staffing crisis are substantial. NHS Trusts spend millions annually on locum and agency staff. For example, a permanent consultant typically costs around £120,000 per year, whereas a locum consultant can cost as much as £203,000 – a difference of over £80,000. Combined with over 100s of locum and external bank staff, that’s a loss of millions per NHS Trust. No wonder the NHS has been spending over £10Bn on agency staff. Similar savings can be achieved across other roles, enabling funds to be redirected towards patient care, facility improvements, and community health services.

Retention is another essential element in resolving the workforce crisis. High turnover rates disrupt care delivery and place additional pressures on remaining staff. Comprehensive strategies to improve retention – such as providing support with housing, finances, mentorship, and community integration – can enhance job satisfaction and encourage long-term commitment. These measures benefit both the workforce and the patients they serve by fostering a stable and cohesive environment.

Ethical considerations also play a vital role in workforce planning, particularly in the context of international recruitment. While global hiring can help address domestic shortages, it is essential to ensure fair treatment of overseas workers. This includes safeguarding their rights and well-being, which ultimately supports the quality of care provided.

What next? 

The Health and Social Care sector faces a critical juncture. Embracing technology and adopting sustainable, ethical workforce practices is key to addressing current challenges and building resilience for the future. At TERN, we’re proud to lead the charge, proving that ethical, tech-driven recruitment solutions are not only viable but essential for the future of care.

The time to act is now. Investing in innovative recruitment and retention strategies isn’t just a matter of economics – it’s a matter of ensuring that Health and Social Care services remain resilient, compassionate, and capable of meeting the challenges of tomorrow.

As we enter 2025, I find myself reflecting on Transreport’s transformative journey from a UK startup to becoming a global leader in accessibility technology. This journey has been both challenging and rewarding. 

At Transreport, we have always viewed accessibility as a fundamental business imperative. This vision has driven us to pioneer solutions which transform global assistance processes, creating more inclusive travel experiences for all.

According to the World Health Organization, 1.3 billion people globally are Disabled, representing 16% of the world’s population. Our commitment to making travel more equitable for all has already driven significant social impact. Specifically, our Passenger Assistance technology facilitated over 2 million inclusive journeys in the UK alone. We continue to expand the reach of our solutions, with noteworthy progress in places like Japan and the Middle East. As we do, we are empowering global industries to streamline services and deliver outstanding experiences to their customers.

Driving Accessibility Impact Through Technology

2024 has been a landmark year for both Transreport and the broader accessibility landscape. The industry witnessed remarkable advancements. For example, Google expanded its Project Relate speech recognition technology for users with speech impairments. Additionally, in a pivotal development, the European Union’s groundbreaking Accessibility Act came into full effect. This legislation has set new standards for digital accessibility. These developments highlight the growing demand for user-centric technology that forefronts accessibility. This, in turn, is reflected in the global market demand for Transreport’s technology.

The success of our expansion derives from our unwavering commitment to co-designing our solutions with disabled people to ensure they deliver optimal value for both our end-users and partners. By embedding lived experience expertise into development, we ensure our technology meets a diverse range of access needs, making it adaptable to different markets and maximising its social impact.

Transreport’s impact was formally recognised at the 2024 Railway Industry Association (RIA) RISE Awards. There, we received the prestigious Equality, Diversity and Inclusion Award. At its core, our technology is about connection and inclusion. As such, it was brilliant to receive this recognition for our EDI initiatives. I was also honoured to receive the Managing Director of the Year Award at the SME News Awards; and Puma Growth Partners, whose investment alongside Pembroke VCT has accelerated our global expansion, won Most Impactful Investment at the Growth Investor Awards for their work with Transreport, underscoring the tangible impact our technology has on travel experiences worldwide.

Transreport’s Global Approach

Our international expansion brought valuable insights about varying regulatory frameworks across different countries. While the UK’s accessibility standards are governed by the Office of Rail and Road (ORR), other regions have different requirements. This highlights the need for an adaptable approach that aligns with unified global standards as we move forward to expanding our services worldwide.

To address this challenge, we introduced our Community Network. This initiative further increases our co-creation and collaboration with global Disabled communities, ensuring our technology continues to effectively address real-world travel needs. The network provides access to diverse perspectives for user-testing, research, and focus groups, while keeping members updated with upcoming feedback opportunities.

Our growth journey has driven significant internal changes to build a more inclusive and sustainable organisation. By eliminating degree requirements for technical roles and focusing instead on practical skills and diverse perspectives, we’ve tapped into a broader talent pool while encouraging innovation through lived experiences. We’ve also strategically expanded our executive leadership team and prioritised hiring regional talent to better serve our global markets.

Additionally, the introduction of our “right to disconnect” policy has had a positive impact on team wellbeing and productivity. We believe it proves that prioritising employee wellbeing is key to driving sustainable growth.

2025 Predictions

Looking ahead to 2025, we will continue to see transformative changes in the accessible travel landscape. Accessibility technology will become mainstream as businesses increasingly reject tick box culture and recognise accessibility as a significant market driver. Technology solutions like ours will therefore evolve beyond specialised tools for a single industry, extending into multiple sectors.

The role of Artificial Intelligence in this transformation is exciting. Leveraging AI and real-time data will allow us to offer more personalised, predictive assistance, enabling us to meet passenger needs with greater efficiency and precision. We will see the widespread adoption of personalised assistance requests, real-time communication between passengers and operators, and recommendations for accessible travel. These advancements will help create a truly seamless experience for all.

In this evolving market, accessibility will not only become a moral imperative but a key differentiator for brands. Consumers will expect inclusion to be embedded into brand identity. Accessibility is more than just a “nice-to-have”; it will be recognised for its competitive advantage, driving loyalty and influencing purchasing decisions.

On a larger scale, I envision Transreport expanding beyond rail and aviation to create a more integrated ecosystem, empowering our end-users to communicate their access needs not just in transport, but across multiple industries globally. By continuing to work closely with our partners, we can drive this shift and create more inclusive experiences for all.

Automation is critical for companies fighting to stay competitive, so to help navigate the digital era, more organisations are realising the importance of senior executive oversight and sponsorship of automation initiatives.

The recent suggested need for a Chief Automation Officer (CAO) position stems from the rapid widespread recognition of the pivotal role that automation plays in reshaping business operations and enhancing efficiency. But while organisations recognise process automation as a central element in the digital transformation strategies of 70% of organisations, according to the Wall Street Journal, we’ve been here before. 

When it comes to tech, one minute you’re the doyen of the CRM or P2P worlds, and the next we’ve moved to blockchain and augmented reality. Instead of pouring new resources and energy into new roles that are created off the back of hype, the situation demands is executive sponsorship and leadership of advanced automation programs at the highest and most influential levels, aided by the appropriate business knowledge and network to be able to drive real change.

Meaningful change or just the latest trend?

If you’re serious about automation, you need to embed it into a primary C-suite role that’s not temporary. That person needs to be able to tie-in and put in place tasks or projects across the organisation.

Your automation champion needs to be a senior leader who drives digital transformation by optimising resources and able to keep pace with changing customer demands, and fluid market and technology dynamics. They’re also the pathway to efficiency and agility, streamlining workflows, helping the organisation allocate resources to focus on higher value activities, while maintaining compliance according to internal and external policies.

To succeed and unleash the full potential of intelligent automation (IA), organisations need to foster collaborations with their sales, finance, compliance, legal and other functions, as they deploy automation to boost productivity and revenue opportunities across the enterprise. It demands strategic vision, cross-functional collaboration, and a deep understanding of the business’ digital infrastructure.

This is where your product and IT support teams become indispensable. With a top down mandate from your CIO / CTO and CEO, everyone becomes lase focused on faster concrete outcomes. They can therefore capitalise on synergies as internal communication channels are more open and have less barriers to overcome. And if you’re working in a constantly changing fast-moving market, as you automate, you’re more flexible and better able to control and direct customer conversations based on outcomes when scaling digital workers.

The Importance of Prioritising Automation at C-level

The success stories of companies that have embraced automation underscore the transformative potential of strategic automation initiatives. Take, for example, Zurich UK, which identified intelligent automation as a solution to enhance efficiency and bridge process gaps. By prioritising automation at the executive level and investing in teams, the company streamlined operations, allowing frontline staff to prioritise exceptional customer service.

This is all great, but the journey to automation excellence requires more than just deploying digital workers or implementing robotic process automation (RPA) tools. Zurich is a great way of showing how you take a non-traditional IT approach embracing business and operations, and in the process build a multifaceted team with a unique blend of skills, including a deep understanding of technology, business acumen, and change management expertise.

Able to align automation initiatives with business objectives and drive organisational change, they can constantly identify areas ripe for automation, prioritising initiatives based on their potential impact and securing executive buy-in for automation investments. Moreover, they play a pivotal role in fostering a culture of innovation and continuous improvement, where organisations embrace automation as a strategic enabler of business growth.

Build Your ‘E-Suite’ with An Eye on the Future

Placing automation directly in the boardroom signals a paradigm shift in managerial leadership, but it also raises questions about the requisite skills and qualifications.

While a CAO sounds great in principle, you need a diverse skill set encompassing technology, business strategy, and change management gained from a process management and IT systems background and a diverse network and knowledge of the business and IT environment.

In most cases, your CIO and / or CTO is the orchestrator of automation initiatives, driving alignment between technology investments and business objectives, understanding of both the technical aspects of automation and the strategic imperatives driving business transformation. They may choose to identify a dedicated role within their leadership team, but will have the overall mandate, breadth of influence and knowledge to drive true transformational and cross departmental change.

Looking ahead, automation is poised to become an increasingly critical part of your organisation as it continues to evolve. With the proliferation of technologies such as artificial intelligence (AI), RPA, and process orchestration, the scope of automation initiatives will only expand. As such, organisations that invest in building automation capabilities and placing automation leadership within the primary C-suite will be best positioned to thrive in the digital age.

The need for top-down thinking and sponsorship underscores the strategic importance of automation in driving digital transformation and business success. By doing so, organisations can accelerate innovation, optimise operations, and gain a competitive edge in today’s fast-paced business environment.

The term ‘digital transformation’ has been well-used in marketing communications and strategy meetings for a long time – and for good reason. For a business, digital transformation can lead to increased revenue, improved customer experience, and greater efficiency, among other benefits. It’s therefore no surprise that 91% of businesses are currently undergoing some form of digital initiative. Similarly, 87% of senior business leaders say digitalisation is a priority, according to Gartner. 

However, while there is a consensus among senior leaders about the value of digital transformation, it doesn’t mean it will resonate with everyone in an organisation. Indeed, resistance to change can be one of the biggest roadblocks a business faces when undergoing a digital overhaul. 

Rather than accepting this as part and parcel of their digital transformation journey, there are simple steps businesses can take to ensure they reap the rewards of a smooth transition. 

A new state of play

Contrary to common perception, staff working in organisations undergoing digital transformation won’t just need to learn how to use new digital tools, but change their mindsets and traditional ways of working, too. 

While tech-savvy members of the team will often wholeheartedly embrace the shift, others might be understandably concerned about what it means for them.

Some will question whether they have the right digital skills, and if automation and the use of AI in particular, could render their role redundant. Others may simply be uninterested in the entire process. They might see it as an unnecessary disruption to their working day when current processes have worked perfectly well before.

Here, it’s important to communicate the benefits of digital transformation amid the changing business landscape. Almost everyone now needs to adopt a data-driven approach to business processes to make meaningful decisions. Traditional departmental silos could be broken down and replaced by cross-functional collaborative teams on some projects. 

Communication is key 

Communication is the hallmark of both successful digital transformation strategies and a healthy organisational culture.

Not everybody needs to know everything straight away, nor in as much detail as senior stakeholders in the business. But, with a clear plan and regular updates, setting out the vision and what it means for each team should help to allay any concerns and ensure they’re fully onboard with implementing the technology and training.

Empowering digital transformation champions is a good way to cascade skills and knowledge across the business. These champions provide a point of contact for people to ask questions and see the software used day-to-day.

A personalised approach

Digital transformation has become a catch-all term, but it means different things depending on the type of organisation and sector it occurs in. Bsiness leaders regularly cite efficiency and productivity as benefits, but it’s important to turn the focus on what they could help the business achieve.

For our Canadian community member, OMAFRA (Ontario Ministry of Agriculture, Food and Rural Affairs), a new CMS has ultimately helped farmers save money and reduce their use of pesticides – tangible outcomes that resonate with people.

There’s also the significant cultural impact this digital transformation project has had on OMAFRA’s stakeholders – farmers. This project took 13 printed crop protection guides, in both Canadian French and English, each over 200 pages long, translating and transforming them into a single web-based resource. The outcome boosted sustainability through the digital solution. It ensured information was never outdated and increased accuracy compared to its printed counterpart. 

It has made farmers’ jobs simpler and their crop protection more accurate; a dramatic, yet impactful change across an industry hesitant to adopt digital technologies, but the benefits have helped to future-proof an often unpredictable market.

Staying agile

Big change doesn’t happen overnight. We always recommend taking an agile approach to digital transformation – working iteratively to ensure teams feel confident using and getting value from the technology, rather than waiting months or even years for the big reveal. 

Organisations should introduce new systems and processes in stages to avoid the disruption and risk of a wholesale roll-out, and to minimise any push-back from internal teams.

In OMAFRA’s case, future iterations for the team have seen them look to reduce the technicality of their crop protection content. With the help of a content quality and governance tool, Insytful, they’re improving the readability of the content, making content easier to understand and reducing the barriers to accessing information.

In the race to adopt new technologies, especially the exciting AI-driven ones, it’s easy to overlook the fundamentals. 

Knowing what you want to achieve and setting clear objectives will guide your investments in new software and help you measure its success using agreed KPIs. In most cases, this will be a mix of over-arching and granular KPIs – everything from the time users spend on your website, to reducing the number of support calls your contact centre receives to overall business performance.Working iteratively means you can define and track your KPIs to understand the impact of the changes you make, enabling teams to build on and celebrate their successes at each milestone in the roadmap, and make continuous improvements along the way.

Moving forward

A focus on digital transformation has never been more important; enabling businesses to rapidly innovate, adapt to changing consumer and employee expectations, boost efficiencies and compete with other agile competitors. While there are many businesses already investing in technological advancements, there are some yet to begin that journey. Having seen first-hand the impact it can have and the financial savings it can bring, I would wholeheartedly encourage others to embrace the positive transformation it can bring in order to future-proof their business.

In the ever evolving corporate world, change is taking place faster than you can say, well, “change”. 

Emerging technologies are transforming the way we work and indeed impacting employee expectations. This evolution is making it critical for businesses to keep pace in order to attract, nurture, and retain top talent. 

This can be an immense strain on HR teams, who can often find themselves bogged down by labour-intensive, repetitive tasks, leaving little time for strategic initiatives that truly impact the employee experience and drive business success.

This is where process automation comes into play, acting as a catalyst for transformation. 

Process automation at Ricoh

By intelligently and strategically automating routine processes such as CV screening, payroll, and onboarding, we can liberate HR teams from tedious administrative burdens, allowing them to focus on what truly matters – cultivating a thriving company culture and maximising talent potential.

This is all about working smarter, not harder.

At Ricoh, we’ve witnessed the transformative power of process automation firsthand. British retailer B&M approached us with the problem that its HR processes were struggling to match pace with its rapid growth. Using Ricoh’s technology DocuWare, B&M implemented a new onboarding system, speeding up the onboarding process for new employees from a matter of weeks to a matter of hours, meaning that the continued growth of the business was supported and sustained.

Ricoh itself is also in the midst of automating our own HR processes, and constantly looking to develop and invest in this area of our portfolio. As part of this approach, we acquired Axon Ivy, a leading provider of intelligent Business Process Management Suites (iBPMS), in 2022. Axon Ivy’s platform seamlessly integrates cutting edge technologies like artificial intelligence (AI) and robotic process automation (RPA), optimising and automating business processes by connecting people, data, and systems. What this means in real terms is the ability to streamline workflows and enhance productivity across various job functions and departments.

Unlocking human potential with process automation

While emerging technologies represent an exciting prospect for efficiency and workflow, the real value they bring is the power to unlock human potential. In the B&M example outlined above, the time saved in onboarding by automation was just one benefit, but we also saw much stronger staff engagement too.

We view process automation as more than just a technological solution but rather a mindset shift that puts people at the centre of the equation. 

It’s about finding the perfect balance between automation and the human touch, which in turn creates an environment where our people can thrive and reach their full potential.

Automation is fast becoming a not-so-secret weapon, particularly for HR departments and, perhaps paradoxically, helping to put the ‘human’ back in human resources.

By leveraging emerging technologies and personalised learning paths, we can foster employee engagement, tailor career development opportunities, and ultimately transform everything from recruitment to retention. 

At Ricoh, we understand that true productivity hinges on cultivating a culture of continuous learning and skill development. That’s why we’ve implemented programmes designed to upskill and cross skill our service workforce, enabling them to work with our complete portfolio and future proof our organisation.

The future of a people first approach lies in embracing process automation as a strategic enabler, not just a tactical solution. 

By harnessing the power of intelligent automation, we can unlock new levels of efficiency, agility, and, most importantly, employee satisfaction – paving the way for people to truly shine.

In the post-pandemic corporate world, the hybrid model is king. Though some employers appear keen to draw their workforce back into the office, many potential employees now expect flexible working as a standard work benefit. Indeed, one report suggests nearly 98% of workers would like to work remotely at least some of the time for the rest of their career. 

The question for businesses is how to ensure they have the correct set up and cultures to support a successful hybrid working model.  

Although hybrid working is sometimes viewed as employees simply taking their laptops home, the model comes with countless new considerations and practices that must be introduced to ensure it helps – rather than hinders – both employees’ and businesses’ performance.  

Cyber security – training and policies 

Increased time spent using devices remotely can lead to heightened cybersecurity risks. One significant risk that business leaders should not overlook is how employees working remotely handle data. For instance, whilst working in a public setting, employees might accidentally have sensitive or confidential information on their screens for members of the public to discover – as a Cabinet Minister recently discovered, in an embarrassing gaffe. 

Similarly, in the context of remote working, employees are more susceptible to phishing scams, which may take the form of requests from colleagues or customers for passwords, file access or other sensitive data. 

Robust data security arrangements are, of course, a legal obligation; dedicated time to training employees should inform your organisation’s priorities. Understanding your sector’s requirements in this regard shapes how you pursue this goal. For example, statutory requirements for education organisations may differ to those for hospitality businesses. 

Sector bodies, business networks and even technology solution providers run webinar sessions and even accredited cybersecurity training sessions tailored to your organisation’s needs and sector-specific concerns. 

The rewards of doing so are manifold; not only will this reduce the risks of harm to your company, customers and colleagues, but some business insurance firms will even offer enhanced benefits to policyholders who take these steps with security in mind. 

Effective remote IT support and access 

Hybrid working can often mean employees will need to access servers or devices remotely in order to collaborate effectively or provide support to their colleagues by taking control of their device. 

Secure remote access is therefore extremely helpful, particularly for troubleshooting when IT issues arise; technicians can take control of devices remotely, facilitating faster diagnoses and quick resolutions for problems. 

Remote working means that if an employee’s device stops working, outages and device issues can be truly debilitating. Reducing the amount of time lost to such outages is therefore critical, both for balancing employees’ workloads and for optimising efficiency across the organisation. 

Informed efficiency  

A hybrid working model relies on efficient and smooth-running infrastructures and networks. This is a constant challenge that all hybrid employees must face, working continuously to improve efficiencies and allow employees to continue to work together no matter where they are.  

Constantly auditing and keeping track of the status of your devices and network, particularly for larger companies, can be a mammoth task. An IT Asset Management solution can automate this process by monitoring device locations, usage and life cycles, as well as measuring what solutions or processes work well or could be improved.  

For example, these solutions can collect data on inventory, applications, user behaviours, and even energy usage. From this informed perspective, companies can set out on a path to improvement and efficiencies by introducing policies that help maximise their investment and ensure infrastructure remains fit for purpose and meets all employees’ needs. 

Supporting employees to work efficiently and easily, regardless of their location, means building an IT infrastructure that flexes to your organisation’s needs and supports them when issues arise. Security and the safety of data – whether that of customers, colleagues or the company more generally – will need to be considered in a new way to ensure that new threats are being mitigated. 

Placing your employees’ needs at the core of hybrid working policies and infrastructure is critical in ensuring the hybrid model will work for everyone, while also future-proofing your business. 

Introducing new software can be daunting, particularly if you’re a small business with limited resources in the early stages of digitisation. However, when you digitise effectively, there is much to be gained, such as increasing productivity, revenue generation, attracting younger talent, and levelling up customer service. 

The key to successful implementation lies in your approach. Digital transformation can be expensive, so ensuring a solid return on investment is critical. The good news is that organisations with fewer than 100 employees are 2.7x more likely to report a successful digital transformation than those with more than 50,000 employees. 

However, despite this, many SMEs still fall victim to rushing the onboarding of new software due to external pressures, only to find that the selected software doesn’t adequately serve the needs of their business. To avoid this, it’s critical to understand what you’re trying to achieve, what your team needs to support their day-to-day operations, and the realities of transitioning to new software solutions. You can accomplish this with proper planning, buy-in from the right parties, and the support of the right partners. 

Whether you find yourself bogged down by the sheer number of solutions on the market, are experiencing push-back internally, or don’t know where to start, this article will help you move forward with your digital transformation and successfully onboard new software tools. 

1. Define your ‘why’

Whether you want to grow your business, differentiate from competitors, give your team more time to spend with customers or improve administrative processes, defining your business aims and the specific problems you’re trying to solve is an essential first step in digitisation. 

Once you have determined your business goals, you need to break this down further to ensure that the digital tools you select can get to the root of the problem. For instance, if you are looking to attract more customers, how can you achieve this? It might be by focusing on the customer experience to ensure smooth, professional service, which could mean looking at tools supporting customer relationship and appointment management, invoicing, or improving organisation more generally. 

However, if your business aim is to grow revenue, you might be looking for tools to increase productivity and free up more working hours for you and your team. This requires a slightly different set of tools – for example, those that can support paperwork digitalisation and centralisation or the automation of time-consuming manual administration.  

The first step in successful software implementation is clearly defining your business’s specific requirements. This helps narrow down the search for the right option and gives you a framework for assessing potential partners.

2. Select partners that understand you

Once you’ve refined your business aims, you must carefully consider and evaluate the partners to help you achieve them. Picking a partner with the right tools for the job can be a challenge, but investing in this stage of the process will set you up for a smooth transition and put you on the path to a quick return on your investment.

Choose partners who want to understand your business requirements. The right partner will ask you lots of questions and want to get to know not only your practical needs but also your business’s ethos and long-term goals. They should have a track record for helping businesses of a similar size and in the same or relevant adjacent industry. 

It also helps to commit time to discussing the onboarding process in detail. Understanding the impact on your team and what any potential partner can do to help them get up to speed – fast – will be critical in the later stages of implementing new software. The right partner for you will understand your current pain points, your team mindset and what they need to buy into the process.

3. Make sure your team feels heard

Business owners are often worried that new software will make things more complicated or overwhelm team members. When selecting and implementing new digital tools, they encounter barriers of unfamiliarity, hassle, and uncertainty. Digitalisation requires a practical change in how things are done and a cultural shift inside the company, so securing buy-in by ensuring your employees feel heard and accounted for in the selection and onboarding process will be crucial.

Comprehensive training will be essential to ensure proper software usage to achieve the desired results. The vendor should provide this for all users, with ongoing support for teething problems or issues arising with greater use. Ask your vendor what their customer success team looks like and how you will be supported even after training and initial implementation. 

4. Track success

Even after the software has been implemented, it’s essential to maintain open lines of communication to discuss the transition, address any concerns, and celebrate early wins to build momentum. Ongoing monitoring and evaluation will be necessary to gauge usage and performance. There’s no point in having the software if no one uses it after all or if it’s not improving productivity and efficiency. 

Onboarding new solutions and letting them run until you hit roadblocks will not deliver the desired results. A continual review process and an ongoing performance assessment cycle are critical.

By establishing clear, measurable objectives such as reduced time for task completion, increased output, or improved accuracy that map to your business objectives, you will build a proper understanding of whether or not the software delivers on those requirements. 

Setting the stage for long-term success

Successfully integrating new software into your small business’s operations can be a game-changer, offering enhanced productivity, revenue growth, and improved customer service.

The key to a successful digital transformation lies in thorough planning, understanding your specific needs, and selecting the right partners who align with your business goals. Ensuring your team feels involved and supported throughout the process is crucial, as is tracking the software’s performance to ensure it meets your objectives. With careful execution, your business can harness the full potential of digital tools, setting the stage for long-term success and growth.

In today’s fast-paced business environment, automation has become a critical tool for driving efficiency and productivity.

Historically, traditional automation solutions often required specialised skills, such as programming knowledge, and familiarity with complex software systems. These skills typically belonged to IT professionals and developers, limiting who within an organisation could contribute to its automation efforts. This created bottlenecks and backlogs. It forced teams to spend time explaining their problems to experts, rather than solve them directly. 

As technology continues to advance, this landscape is undergoing a significant shift. Automation tasks previously handled by experts are now being put into the hands of a broader range of employees. This democratisation of automation is letting them streamline their work and drive unprecedented productivity gains. Business users can now automate tasks like data entry, document generation, and approval workflows without relying on IT support.

Examples of accessible automation

One of the most visible examples of how automation has been democratised is the rise of AI-powered chatbots. These intelligent assistants can handle a wide range of customer inquiries and support tasks. These range from answering simple questions to guiding users through complex processes. By leveraging natural language processing and machine learning, chatbot creation software bypasses the complexity of traditional automation. Employees can deploy and manage chatbots with minimal technical expertise. For instance, a customer service representative can set up a chatbot to handle frequently asked questions. This frees up their time to focus on thornier customer issues.

Another prime example of accessible automation proliferating is drag-and-drop workflow builders. These intuitive tools enable users to visually design and automate complex business processes without writing a single line of code. By surfacing the ability to map the solution and burying the underlying technical elements required to deliver what the user has mapped out, these platforms empower general business users to create and modify automated workflows on the fly, adapting to changing needs and requirements with ease. For example, a human resources manager can create an automated onboarding workflow using AI. The workflow can assign tasks, send notifications, and collect necessary documents from new hires, all without involving the IT department.

Looking at what powers these chatbots and drag-and-drop workflow builders, scripting is also more accessible to non-technical users. Modern scripting platforms now offer pre-built libraries and snippets that users can customise and deploy without extensive programming knowledge. We’re also seeing a rise in the number of AI-powered scripting assistants: a potent combination for those who have not spent their careers in programming or engineering roles. For example, a project manager can use scripting to automate the creation of weekly status reports, pulling data from various sources and generating a polished document with just a few clicks.

Benefits of accessible automation

The benefits of putting automation into the hands of a broader range of employees are significant. First and foremost, accessible automation drives productivity gains across the organisation. By automating routine tasks and processes, employees can focus on higher-value work that requires human creativity and problem-solving skills. This not only boosts individual productivity but also frees up time for innovation and strategic initiatives. Moreover, automating mundane tasks can improve job satisfaction, as employees are no longer bogged down by repetitive, frustrating, or low-value work.

Additionally, accessible automation enhances organisational agility. When employees at all levels can easily automate and optimise their work, teams can respond more quickly to changing market conditions and customer demands. This agility is as crucial today as it’s ever been: the ability to pivot and adapt faster than competitors can mean the difference between success and failure.

Assisted scripting takes accessible automation to the next level by offering unparalleled flexibility and customisation to those who would not consider themselves coders. With scripting, users can automate virtually any task or process, tailoring solutions to their specific needs. This level of customisation enables organisations to optimise their workflows in ways that off-the-shelf automation solutions may not allow. Moreover, as employees become more comfortable with scripting, they can continually refine and improve their automated processes, driving ongoing efficiency gains.

Preparing for an automated future

As the trend towards accessible automation continues to accelerate, IT leaders must take proactive steps to prepare their organisations for the future. This starts with adopting and scaling automation solutions that prioritise usability and accessibility. By investing in platforms that empower general business users, IT leaders can democratise automation and drive widespread adoption across the organisation.

To truly harness the power of automation, organisations must also prioritise upskilling and training their employees. While these tools are becoming more intuitive, there is still a learning curve involved. Providing resources and support to help employees learn how to use automation tools effectively and efficiently is crucial. By investing in employee development, organisations can build a culture of automation and continuous improvement and have staff that are ready to take advantage of all of the advances that lie on the horizon in automation technology.

As part of the upskilling and training process, organisations should consider providing the resources to help employees learn scripting basics. While modern scripting platforms are becoming more user-friendly, a foundational understanding of scripting concepts can help employees automate intricate tasks more effectively and efficiently. By offering scripting tutorials, code libraries, and best practices, IT leaders can empower their workforce to take full advantage of more powerful, script-fuelled automation tools.

The impact of accessible automation will be felt across industries. In healthcare, practitioners can automate patient data collection and analysis, enabling more personalised care. In finance, accessible automation can streamline risk assessment and compliance processes, reducing errors and improving security. Manufacturing companies can empower workers to automate quality control and inventory management, boosting efficiency and reducing waste. As accessible automation continues to evolve, its potential to transform the way we work is limited only by our imagination.

A seismic shift

The rise of accessible automation represents a seismic shift in the way organisations approach efficiency and productivity. As AI and low-code platforms continue to advance, putting automation into the hands of every employee will become not just possible, but imperative. By empowering employees to automate their work and drive their own productivity gains, organisations can unlock new levels of agility, innovation, and growth. The future of work is automated – and it’s more accessible than ever before.

A shockingly high percentage of digital transformation projects fail. According to McKinsey, the figure actually sits at around 70%. Not only that, but less than a third of digital transformations manage to improve organisational performance and sustain those improvements for any length of time.  

Nevertheless, digital transformation has become a ubiquitous endeavour. Organisations in every industry in every market are engaging in some kind of technology transformation effort. This could mean adopting a new ERP platform, digitising paperwork, migrating to the cloud, or any number of other efforts to use technology to improve efficiency, solve pain points, and create value. 

However, across such a broad range of applications, companies, and markets, digital transformations keep failing at roughly the same rate. One reason for this could be that, wherever digital transformation goes, people are waiting for it. 

Humans are the problem with technology, according to Google VP  

At Google’s Cloud Next event held in Las Vegas in early April, Phil Davis, Google Cloud’s VP of Global GTM for Applications, SaaS and SMB, suggested that people and process are the biggest hurdle to successful digital transformations. 

“I think the biggest hurdle is the people and the process change that goes with it [digital transformation]. It’s not the technology,” he said in an interview at the event. Davis believes that the problem with many digital transformation efforts is that they replicate existing problems using new technology. Processes that don’t benefit the business on premesis also won’t work in the cloud. Fundamentally, nothing’s changed. Moving an inefficient process into the cloud doesn’t change the fact the process is inefficient. 

“The biggest thing is how do you train people to do things differently,” he said. “We see this even with Workspace. People may be used to doing things in a very suboptimal, clunky way and this is a very different, more efficient way to do it.”  

The ubiquitous cloud skills gap and digital transformation

According to a report by SoftwareOne, the vast majority of digital transformations struggle due to lacking cloud and IT skills. 

The report found that 95% of businesses around the world are dealing with a cloud and IT skills gap. As a result, technology transformation projects are falling behind by an average of five months. Not only this, but one-third of businesses believe their finances will suffer as a result. 

“For companies who want to accelerate their digital transformation, closing the cloud skills gap is critical,” said Craig Thomson, an SVP at SoftwareOne. 

For businesses looking to prevent their transformation efforts from being delayed, derailed, or ineffectual, closing the skills gap is paramount. As such, it’s not a huge surprise that the top three places where businesses plan to spend money in 2023 are in hiring and wages (29%); retention, “upskilling” and engagement (22%); and digital transformation including cloud, security and automation (20%), according to a report by SPG Global.  

It’s widely reported that the majority of digital transformations are unsuccessful. However, the fact remains that organisations investing heavily in digital transformation are nevertheless “more productive and see overall better performance” than companies with lower levels of investment. 

Major benefits of technology investment 

According to a new report from Autodesk, when comparing companies that invest more or less than 45% of their revenue in technology, the outcomes for organisations investing above 45% reportedly “create a compelling case that effective digital transformation investments are now essential to business success.”      

Half of respondents to Autodesk’s survey of industry leaders whose companies were investing over 45% into technology reported their organisation’s performance as “exceptional.” By comparison, only 32% reported exceptional performance at companies that invest less. 

In organisations with higher levels of investment into technology, 34% reported that their companies were keeping up with changes in their industry “very well,” compared to 25% at companies investing less. 

Most importantly, perhaps, respondents reported significant productivity gains as the direct result of technology investment. Those citing productivity as the top benefit of digital transformation said, on average, that digital investments have improved productivity by 62%. Profitability, customer satisfaction, sustainability, and collaboration were all reported as benefiting from higher levels of digital transformation. 

Major barriers to digital maturity

The percentage of digital transformations that fail is as high as 70%, according to a 2021 McKinsey study. The figure comes from a report that cites barriers to successful digital transformation as “insufficiently high aspirations, a lack of engagement within the organisation, and insufficient investment in building capabilities across the organisation to sustain the change.” 

Autodesk’s data, at least in part, reinforces the findings. Report’s authors note that there are a number of barriers preventing companies from investing in technology as much as they would like. They also admit that implementing new tools is “not enough to drive effective digital transformation.” Instead, they stress that new tools and solutions must be accompanied by process improvements and cultural transformation. Importantly, Autodesk’s data highlights the fact that cultural transformation needs to come from both employees and executives.

“There is still resistance to digital transformation from people who have been working for a long time,” Eiichiro Okano of the Obayashi Corporation commented in conjunction with the report. 

Regardless of whether barriers to digital transformation hindered investment or implementation, the data overwhelmingly points to the fact that organisations that successfully overcome these obstacles unlock meaningful benefits. According to respondent’s from “digitally mature” companies, compared with digitally immature ones,  34% more experienced “above average” or “exceptional” performance; 20% more kept up “very well” with change in the industry; 26% more “agree” they are prepared for the future; and 19% more said they were “very effective” at leveraging data.

In a world where remote work is here to stay (albeit maybe not in as big a way as we thought), digital transformation is allowing companies to support and better harness the potential of a partially or fully remote team.  

Remote work and the long shadow of COVID-19

The COVID-19 pandemic continues, in many ways, to cast a long shadow across the ways we live today. One of the most significant changes that the pandemic wrought was to the ways in which we work and view the traditional dynamic of the in-person office. 

The number of people working remotely in the US tripled during the pandemic. According to the US census bureau, 17.9% of people mostly worked from home in 2021, compared with 5.7% in 2019. Fast forward to 2024, and the situation is a little more complicated. 

During the pandemic, many companies claimed that, due to the initial successes of remote work, they would continue to operate hybrid teams in the future. Some claimed that remote work would be on the table forever. This trend didn’t last, as reactionary backlash against remote work pushed numbers down again over the past 18 months in conjunction with public health restrictions lifting. 

Today, in the US, slightly more than one-third of workers whose jobs allow them to work remotely do so full time. Just over 40% are at least part-time remote on a hybrid setup. A survey by USA Today found that remote work remains popular, with hybrid remote being preferred among white collar workers. Over half (58%) of white-collar employees prefer to work remotely at least three days a week. 

Also, a mere 16% of workers said they would be willing to consider a role that doesn’t offer any remote work opportunities. And, almost half (42%) of office workers said they would be willing to take a 10% pay cut to have the option to work remotely. 

In short, despite tantrums from various executives and business owners, remote work isn’t going anywhere. 

The question is, how can companies support and capitalise on this new, distributed form of working?

Digital transformation and remote work 

Working from home is no longer a coping strategy. Millions of people around the world now work fully remote, with still more working in hybrid remote setups. 

Digital transformation is the key to unlocking the potential of remote teams, through collaborative tools, data analytics, and platforms that automate manual tasks and increase transparency. 

Utilising data for more informed decision-making is a critical step for any organisation, but especially for one with a distributed remote workforce. As organisations transition away from the traditional 9-to-5 workday, leaders need to give decision-makers actionable data. This involves optimising data flow, preventing information silos, and empowering teams with tools that facilitate faster, informed decisions.

Digital transformation—correctly deployed—can increase efficiency and enable operational transformations at the workflow level. Implementing automation tools to handle repetitive tasks can free up employees for higher-value activities. This synergises especially well with the more autonomous, flexible nature of remote work. 

First of all, leaders driving a remote-focused digital transformation should implement digital solutions that increase workflow visibility. This enables the necessary clarity remote teams need when it comes to highlighting objectives and delegating responsibility. 

Real-time project tracking enhances productivity and empowers employees, but management should be careful not to overinvest in oversight. Mistaking micromanagement for support is a managerial sin that can, ironically, be even easier to commit remotely. 

It’s all about collaboration

Most importantly, digital transformations for remote teams should always return to the importance of enhancing seamless collaboration. Adopting cloud-native solutions, videoconferencing, and collaboration tools is something companies now have the breathing room to do deliberately, as opposed to during the mad scramble of 2020. 

Implement the right tools and train your team correctly, and leaders can ensure seamless collaboration across any number of locations. These tools bridge the gap between remote and in-person teams, and can help create unity without the need for digital presenteeism. 

In the four years since the start of the COVID-19 pandemic, the world’s relationship to work has changed. Remote and hybrid work is here to stay. 

Nevertheless, tensions continue to flare between workers and CEOs demanding a return to the office. Leaders fighting to reinstate “the buzzy atmosphere of a lively office” are fighting the wrong battle. Instead, some argue they should be looking to technology as a way of creating a new kind of workplace culture without the centralised workplace. 

The traditional “workplace” doesn’t exist anymore

More employees are working flexible hours from wherever they want. 

In the US, for example, there were approximately 15.5 million digital nomads in 2021. That figure represents a dramatic 112% rise compared with 2019. Last year, a survey from the Pew Research Center showed roughly one third of workers with jobs that can be done remotely are working from home all the time. That’s compared to just 7% who did so before the pandemic.

Workers today have more freedom to work from outside the office. Not only this, but foundational attitudes towards work-life balance and the role of work itself are also changing. 

In 2021, a survey of more than 9,000 UK workers found that 65% of job seekers prioritised a good work-life balance over pay and benefits. In the US, another survey of 4,000 respondents found that 63% preferred work-life balance over better pay. 

Several countries, including the UK, have witnessed sizable trials of four-day working weeks. Many of these trials have been successful, with the majority of participating firms electing to make the changes permanent. 

Data has repeatedly shown that workers are more productive with a better work-life balance and under flexible remote working conditions. Remote workers are 47% more productive, spend less time distracted, and even work longer hours than their in-office counterparts. 

Despite this, many employers have displayed strong resistance to a decrease in “presenteeism”.  

Back to the office, or else… 

The efforts of CEOs to bring employees back to the office full time have been well documented. 

KPMG’s 2023 CEO Outlook survey found 64% of leaders globally predicted a full return to in-office working by 2026. The survey also showed that an overwhelming number (87%) of CEOs believed that financial rewards and promotion opportunities would be linked to in-office attendance. 

Companies that include Boeing, UPS, Disney, IBM, Microsoft, Walmart, and Goldman Sachs have all made an about-face on their hybrid work policies over the last six months. A report by the Conference Board found that “Citing concerns over productivity, innovation, culture, and promotion, many executives have been eager to have workers return to the office.” 

This fear over a loss of culture, which will in turn stifle innovation and productivity is interesting. CEOs are aware of the risk of a mass talent exodus in response to new hardline attitudes. However, according to a CNBC report, it’s “a chance they are willing to take because of the strategic value being placed on in-office collaboration.” 

Not only does hybrid work objectively not result in a productivity decrease, but there’s every sign that the renovation and preservation of workplace culture is an area ripe for digital transformation.

What if the benefits of remote work could be compounded by the kind of culture that fosters the kind of collaborative and social benefits touted by those advocating for a return to the office?

Transforming the digital employee experience 

In a recent op-ed in WIRED UK, Dell Executives argue that “As our experience of work grows more and more digitised, the technology provided by employers has become a key part of a company’s culture—but many aren’t treating it that way.” 

The pain points inherent to the in-person office are being replaced by “glitchy collaboration tools and dated software.” A poor DEX is not only detrimental to business outcomes, but it can have a negative impact on employee wellbeing. However, the CEOs arguing that a return to the office is necessary to save their company’s culture have glommed onto the wrong idea. This is assuming they’re arguing in good faith, of course.

DEX and a new kind of culture

“Digital employee experience is no longer a ‘nice to have’,” says Margarete McGrath, an exec at Dell Technologies. She explains that any company looking to retain top talent must have a reliable DEX strategy. “By providing employees with a seamless, intuitive and personalised digital experience, organisations can create a culture of innovation and collaboration that drives business success.”

Dominic Holmes, principal consultant at Cornerstone’s thought leadership and advisory services practice, agrees. “Technology is what can make this next-generation workplace a practical proposition,” he wrote in a recent op-ed. “A high-performance workplace environment is one that is dynamic, viable and focused on growth. So, businesses that want to embrace cultural transformation must also embrace technology,” he added. 

With the right DEX, employers can remove the boundaries that prevent them from creating new kind of a workplace culture. This new kind of culutre fosters creativity and collaboration without dragging everyone kicking and screaming back to a world of hour-long commutes, grey-walled cubicles, and casual Friday. 

Those who manage it will have the best of both worlds, higher staff retention, and better business outcomes. Those who don’t may find themselves increasingly lonely in very big, very empty offices. 

Digital transformation has transitioned from a value-add to an existential necessity. From cloud-based computing to generative artificial intelligence (AI), digital transformation initiatives are becoming a fact of life, even in traditionally conservative industries. 

However, while a recent report on digital transformation in the financial sector by Broadridge Financial Solutions found that 75% of executives were confident that tech transformation roadmaps were sufficient to meet coming challenges, the Broadridge analysts also uncovered a slightly more worrying trend. 

The digital transformation gap 

Despite universal acceptance of the necessity of digital transformation, a digital maturity gap is emerging between “leaders and non-leaders.” While Broadridge’s report notes that over two-thirds of leaders say they have made meaningful progress on modernising core IT platforms, far fewer have made progress in other areas of tech and talent innovation. 

Far fewer financial sector leaders were confident in their efforts to leverage cutting edge technologies like generative AI. Many were also meeting pain points when meeting rising cybersecurity challenges, as well as the evolving and increasing needs for “seamless digital customer experiences”.

Skills, not technology 

For many, the digital maturity gap is in of itself a symptom of the skills gap and emerging throughout multiple industries. 

In a recent article for the Harvard Business Review, Rubén Mancha and Salvatore Parise note that “the problem most companies face in executing their digital transformation is not access to technologies but a shortage of workers with digital and data science skills.” 

From rapidly-changing requirements provoked by new technology entering the marketplace, to a perceived talent shortage (which is actually a living wage shortage), and lack of successful investment into upskilling (only 18% of leaders “believe their organisation has made ‘significant progress’ in establishing an upskilling program,” according to a survey by PwC), the very factors driving the need for digital transformation are the ones making it difficult for many companies to meet this rising challenge. 

Mancha and Parise advocate for the proliferation of “digital academies”. This approach “aims to catalyse how employees interact with digital and data science and lead the transformation of processes, products, and services.” 

Digital academies are, they add, not purely focused on technological upskilling, but also serve to reinforce the company’s culture and narrative. Each digital academy needs, then, to be a highly contextual effort. They focus on the application of technology in the context of the organisation and its digital vision. Most importantly, Mancha and Parise stress, they “help create and reinforce a specific culture around tech and innovation in a way that more generalised online trainings simply can’t.”

Technology jobs account for a sizable portion of the global economy. In the US, that figure sits at about 8%. With the advent of AI and other transformative technologies, that number is only expected to climb. 

Right now, demand for skilled technology workers still handily exceeds supply. Therefore, organisations need to put thought and effort into sourcing top tech talent. Even if your business isn’t a traditional “technology-focused” organisation, the amount of technology permeating the modern business environment is only going to grow. If every business is a technology business (to some degree), then every business should have access to skilled tech workers. 

Here are our top 6 ways to attract those workers, even if your business isn’t an overtly tech-focused one. 

1. Respect the work-life balance 

One of the reasons people go into technology roles in the first place is the flexibility. Having a flexible schedule that accommodates non-traditional working hours or habits can be a big draw for tech workers. The assumption that a non-tech company will try to enforce a conformist, traditional office culture is one of the reasons why people with top-tier tech skills avoid them like the plague.  

2. Create the opportunity to do meaningful work 

The opportunity to do meaningful work is going to be a huge part of attracting skilled tech workers. Skilled tech proffesionals want to do more than troubleshoot, maintain networks, and chase support tickets. Making it clear that your tech workers will have the chance to work on projects that have a tangible impact on the organisation and its customers is a big incentive, especially when that work is challenging and exciting. 

3. Be open and honest about your level of digitalisation 

Pretending your company is more digitalised than it actually is is a surefire way to ensure tech worker churn. During the hiring process, be honest and open about where you are, where you want to be, and how you plan to get there. If you don’t have a plan, make it clear that you want to work with your IT team to execute your digital transformation. 

4. Look inside as well as out 

External hires are, in every case, more expensive than internal ones. When looking for IT talent, consider casting your eyes inwards for people with relevant educations. You may find existing workers with tech skills outside their job descriptions and a willingness to upskill. This is especially effective if you are looking to fill more entry-level roles in support of your IT leadership. 

5. Highlight your technology usage in the hiring process 

When hiring a tech worker, it’s important to clearly outline not only the key responsibilities of their role, but the different competencies that will be required of them. Working with your existing IT department to outline these skills can be a good way forward. Also, highlighting the elements of your company that do involve technology using case studies can be an important part of your communications.  

6. Provide room for growth

No skilled IT worker wants to be stuck in the same dingy back room for years maintaining servers and asking people if they’ve tried turning it off and on again. Without room to progress within the company, skilled workers will gather all the experience they can and trade up to another role where they are given space to grow. Show potential hires possible roadmaps for their careers within the company. It’s also important to show them step by step goals and KPIs that can lead to advancement. 

The modern workplace has undergone unprecedented changes in the past three years. From mass remote and hybrid work to ongoing digital transformation, the employee experience of work has been fundamentally altered.  

A recent report by Gartner pointed out that one of the most significant changes is the increasing importance of Digital Employee Experience (DEX). DEX refers to how effectively workers can interact with the digital tools in their workplace. A positive DEX empowers a workforce to be engaged, proficient, and productive. Poor DEX creates immediate pain points throughout the organisation, and can hurt morale and talent retention. 

DEX is now considered a major component of overall employee experience. This is especially true after the transformative effects of the last few years, notes the report. However, DEX is just one piece of the puzzle. 

“A successful digital workplace strategy strikes a cost-effective balance between hardware, employee support and cybersecurity while focusing on improving the digital employee experience,” write the report’s authors. 

Steps towards striking the right balance between DEX, cost, and security

Leaders wishing to build a balanced, successful digital workplace strategy need to accomplish several things.

First, at all times, leaders must focus on the return on investment for digital workplace technologies. As workplaces become increasingly digitalised, the capital investment into digital tools is becoming a bigger part of IT overheads.  Gartner’s report recommends leaders “increase the return on investment of digital workplace technologies by focusing on employee enablement and improving digital experience using DEX tools.” 

Additionally the report highlights some of the most impactful digital workplace investments leaders should consider adopting in the near future. IT should focus on designing an agile digital workplace to support a diverse, hybrid workforce and accommodate evolving technological needs. This must be done while managing DEX regardless of location. 

It’s crucial to take ownership of the operational, security, and financial impacts of increasing SaaS application usage. At the same time, leaders must also embrace employee preferences through expanded computing options and consistent support for operating systems. 

Adopting a modern digital workplace operating model, modern endpoint management practices, and empowering employee enablement are essential for scaling the digital workplace and improving technology adoption. Additionally, transitioning from traditional telephony to unified communications and collaboration enhances employee mobility and productivity, while contributing to enterprise-wide sustainability objectives by optimising energy consumption and reducing the carbon footprint. 

Whether it’s generative artificial intelligence (AI), machine learning, or just keeping important documents in the cloud as opposed to a dusty filing cabinet three doors down from accounting, successfully implementing digital transformation is what keeps modern businesses ahead of their competition. 

Gartner recently reported that 87% of business leaders place digital transformation high on their agenda, and according to Deloitte, the correct application of digital transformation strategies could unlock as much as US$1.25 trillion in value across the Fortune 500. However, the same report found that “the wrong combinations can erode market value, putting more than US$1.5 trillion at risk.” 

Identifying the risks 

While a huge majority of organisations are attempting to embrace digital transformation, there’s a significant difference between starting a digital transformation project and successfully completing it. In the finance sector—one of the most enthusiastically digitising industries—a report by McKinsey found that, between 2001 and 2021, only 30% of banks that underwent a digital transformation reported successfully implementing their digital strategy, with the majority falling short of their stated objectives. This low success rate, McKinsey analysts note, holds true across most industries. 

So, why do the majority of digital transformation efforts fall short of their intended targets, costing organisations money and valuable time? According to experts, it’s an organisation’s culture that may play a more important role in its ability to adopt new technology than IT budgets, digital savviness, or the technology itself.  Dr Jonathan Reichental, an adjunct professor at the University of San Francisco, believes this “serious disconnect between intentions and outcomes” is due to the all-too-frequent absence of a positive culture. He goes on to quote management consultant Peter Drucker, who said “culture eats strategy for breakfast.”

Across multiple disciplines, from supply chain to cybersecurity, decision-makers are waking up to the fact that digital transformation needs (and, some might argue, can only take place) in a culture willing to embrace it. “The technology challenges we can solve. Often our most significant hurdle is company culture,” explains Gary Parker, the CTO in Residence at cybersecurity firm Zscale. 

Building a culture that’s open to digital transformation

According to various consultants at Deloitte, McKinsey, and Accenture (many of whom are probably out of a job right now, so maybe take their wisdom with a pinch of salt), there are a number of ways business leaders can nudge their company culture in the right direction to clear the way for a successful digital transformation that sticks. 

Assess cultural risk by initiating an organisation-wide program that can effectively analyse your organisation’s existing culture. This will help detect areas where changes need to be made, obviate challenges, and implement behavioural changes essential for your digital transformation to be a success. 

Next, attract top tech talent to avoid outsourcing the digital transformation. In what I can only describe as an extremely evolved piece of advice from business consultants, Deloitte analysts emphasise the need to attract and retain top-tier tech talent internally rather than outsourcing transformation efforts. 

Lastly, “overinvest” in your culture shift. Prioritise investment in cultural transformation, even if not directly tied to technological advancements or short term revenue. Recognise that fostering a supportive and innovative environment is foundational to successful digital initiatives. Allocate resources generously to initiatives promoting cultural evolution, acknowledging their pivotal role in driving sustainable digital transformation.

“Ultimately, it is people that make a company. Regardless of what your company does or who your customers are, it is the people behind that logo or brand who will help you bring revolutionary change and success to your organisation,” writes Parker. “Don’t dip a toe into change. Lead and leap head first, and don’t forget to bring your people along with you.”