In social isolation, we realize that human relations cannot be replaced, and that it is these bonds that will drive companies and digital transformation in the post-Covid 19 era.
Luiz Adolfo Gruppi Afonso (LAGA)
The three months of distance and social isolation showed our power of adaptation, but also the importance of human relationships. While many have set up their home office and devoted themselves more than ever to work, we miss being together, interacting. This is clear with the spread of lives, webinars and other virtual events, including our #HappyHourDigibeer, in which CIOs made a point of participating by sending questions and comments, or just sending us a simple hug.
There is resilience, but there is also wear and tear. Amid so many clicks to enter and leave virtual meetings, there is no play, coffee, lunches in the company of colleagues … rituals that, in fact, bring people together. As evident as the growth of the home office may be – and very positive, too, to break ideas established in the minds of so many managers who did not believe in the model – there is a vacuum that is difficult to be filled by technology. At some point, companies will need digital transformation solutions to maintain face-to-face contact between employees, even if preserving an ideal minimum distance and with all care.
When we think about the post-pandemic future and this resumption of face-to-face activities, albeit slow and gradual, we need to remember that human contact, with strengthened bonds, helps inspire innovation. The technology area itself is a direct result of human creativity, which often emerges in times of crisis.
If there are risks and threats, there is also a path to opportunities to reinvent and rethink the business model. Those who already invested in digital transformation and omnichannel solutions, for example, came out ahead in the crisis. Those who avoided digital transformation and defended more traditional models, on the other hand, faced greater difficulty in circumventing the constraints imposed by the confinement. Regardless of the companies’ digital maturity stage, they all had to look inside, unfold themselves to accelerate digital transformation and innovation and put the creativity of employees at the service of business survival.
The traditional human capacity to create, usually hindered on a daily basis so that people can be fitted into specific roles and processes, or shaped according to the current standard, is flowing more, because the moment demands it. The need to seek quick answers and deal with uncertainties encouraged people to work more collaboratively. It also forced executives to reduce vertical barriers and listen to teams more. After this breakdown of barriers, we can now strengthen new methods, such as the formation of squads, to accelerate.
Companies, now more horizontal and with a better flow of information, begin, perhaps without realizing it, to adopt the “phygital” world. The digital transformation, this issue that does not leave our agenda, has revealed itself, if it was not yet clear, as a human model of work, of relationship. And the innovation, which we praise so much, is the result of our creativity.
Any doubt that who is driving this transformation is not the machine, but its inventor.