In an ever-changing office environment consisting of WFH, hybrid, and in-office, a concept called digital dexterity is required of systems. Gartner coined this term as an approach to mitigating future risk by identifying and implementing digital tools and services. This technique can also be used to attract a talented workforce. Gartner explains:
“Improving organizational outcomes with technology and optimizing technology experiences is critical for long-term prosperity. The most successful and innovative digital workplace teams have shifted their operating goals from operational fitness to workforce transformation by promoting new and more effective working methods. The focus is on creating a human-centric strategy to improve digital dexterity —where employees can easily see the benefits to themselves and their teams.”
In our experience, organizations that implement and optimize their employee’s UX are seeing progress in employee satisfaction, retention, and production. Ultimately, this technological nimbleness results in better business outcomes.
“Upskilling employees is the key to realizing the value of investments in digital workplace tools. Application leaders responsible for the digital workplace must identify the key data skills needed to support new ways of working.”
This movement is not just the way the IT department learns new skills. It is a movement and an opportunity for the organization to level up its tech skill set. The resulting highly skilled staff emerges as a catalyst for technological change. The role is often tagged with the moniker “business analyst.” As per the Business Analyst Institute, “Business Analysts contribute to shaping digital transformation, driving data-driven decision-making, and implementing agile practices.” What does this look like? We see it as the effective deployment of device management, intranet governance, personal productivity, team collaboration applications, technology enablement strategies, and other support services undergirded by rock-solid information management because organizations cannot be nimble unless 24/7 access to information assets is permitted.
What is essential to understand is that digital transformation without upskilling does not have the same impact. Organizations that devote time, effort, and energy into upskilling glean―according to Gartner―a multiple of 3x in terms of organizational impact.
Organizations can also identify people (or consultants) as "digital translators" to advise management through digital business activities to help them develop their digital dexterity and bridge any gaps before upskilling. At CPS, we perform this role frequently.