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Partager les réussites informatiques peut contribuer à une meilleure acceptation de la transformation numérique

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Finding ways to impact employee habits, team dynamics, and company culture is nothing new for seasoned IT professionals. Many people outside the IT profession are surprised to learn that we’ve long been tasked with changing company culture to facilitate software conversions and other internal projects.

However, the shifts associated with digital transformation initiatives present a particularly tough challenge considering how deeply embedded these processes are into employees’ everyday workflows. In addition to influencing business strategy, the quest for digital transformation success is pushing IT as a department to become a more visible and vocal entity across the company as a whole.

Many of the customers we work with at Nitro, from the smallest startups to the biggest Fortune 500 companies, see the greatest success with software migrations, change management, and overall digital transformation when the IT team and its leadership are more involved. We work with these customers to smooth the path toward more difficult culture shifts by helping them create a regular cadence of communication with employees. This establishes trust—and even excitement!—around IT projects.

You may ask: How CAN you get people excited about IT projects? We’ve found that the best way is to show employees how successful projects impact them on a personal level. Here are some examples from right here at Nitro:

  • Since we’ve started using Agile methodologies to manage our productivity, our workload has become more flexible and predictable. We can now move faster and are able to set realistic expectations, delivering on time and within budget. This helps us build relationships with the employees, because they know their needs are going to be met, and with the Executive team, because they know that we can deliver what we promise.
  • Chez Nitro, nous avons créé une unité Business Intelligence pour les données d'entreprise. Cette unité permet au service informatique de Nitro d'atteindre le réel objectif de chaque entreprise : trouver et fidéliser les clients. Grâce à une utilisation efficace des données, cette unité nous a récemment permis de signer notre plus gros contrat depuis la création de l'entreprise.
  • By adopting a “cloud first” strategy, we’ve been able to help our employees be productive from wherever they are working. With collaboration available anytime, anywhere, our IT staff is less concerned with maintaining equipment and more focused on helping people meet business goals.

These are just a few examples of how Nitro’s IT initiatives are directly benefiting employees. But in order to appreciate these projects, the employees need to hear about them! Here are some ideas for how you can spread the word about successful projects at your company:

  • Promote them in company newsletters and blog posts. IT staff is often used to working behind the scenes. Having them write and present to the company is not only good communication, it’s good staff development.
  • Hold regular one-on-ones with every department head. These will serve to spread the word about what your team is working on, as well as gain valuable input on the challenges business leaders are facing.
  • Présenter aux réunions de l'ensemble du personnel.
  • Encouragez les managers et les responsables fonctionnels à discuter des projets avec les membres de l'équipe, et faites en sorte que les autres chefs d'équipe deviennent vos champions.

As companies everywhere become more and more dependent on technology for their productivity, IT is moving out of the back office and into the front lines of the company, where they are increasingly connected to revenue generation. In fact, IT leaders are now an important bridge between those two areas.

En communiquant leur stratégie, les responsables informatiques permettent aux employés de se sentir acteurs de la réussite des initiatives informatiques. Ainsi, lorsque des projets de transformation numérique plus complexes et ambitieux se présentent, les employés sont plus à même de s'adapter aux changements de culture nécessaires.

En résumé : La gestion du changement doit être un processus fluide. Il n'y a pas d'approche universelle dans le domaine : il faut la gérer en fonction des besoins des personnes les plus concernées. En communiquant à tous l'impact de vos projets, vous devenez le leader dont votre entreprise et ses employés ont besoin pour réussir le processus de transformation numérique.

Comment avez-vous communiqué les réussites informatiques au sein de votre entreprise ? Partagez votre expérience dans les commentaires ci-dessous.

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