Monday, 22 june 2020 | Brenda Rodríguez López
In a context of uncertainty, innovation and continuous change, adequately adapting to the environment is a mandatory strategy rather than a competitive advantage within the business world. However, following the breathtaking pace in the development of digital technology, and doing so from an integral cultural approach, poses a great challenge for any organization. How are Spanish companies facing this challenge? What is the level of maturity of these companies in this matter? What impact will the current pandemic have on their rhythm of transformation?
The CEU DHR COL-HUB Observatory is an initiative on which HR managers from different leading companies in Spain and the CEU IAM Business School work together. Its purpose is to reflect on the challenges of digital transformation and talent management in the business world. This initiative gave birth to the DHR Index, an index that annually measures the level of commitment with the management of digital talent in the personnel area. In order to learn about the main conclusions of the last edition of this study and discover what we can expect from this year's edition, we have talked with Gustavo Aguilar de Armas, Head of CEU ILEAD and the author of this document.
The main driver of the digital transformation strategy in Spanish companies is the CEO (25.6%), followed by the role of the CHRO (17.3%)
Mr. Aguilar started this interview by explaining that, at a certain moment, especially in the past year, some differences became apparent in the field of talent management of Spanish companies regarding the different cultural transformations of their organizations. This generated the idea of evaluating how the integral cultural transformation was being addressed, paying special attention to the field of Human Resources. The author of this study explained: <<Our hypothesis is that digital transformation implies a cultural transformation. One could in theory carry out digitization projects within it, but the organizational transformation would not take place>>.
According to the 2019 DHR Index, Spanish organizations are at an intermediate stage in the process of strengthening their digital maturity. Mr. Aguilar claimed: <<After seeing the results and comparing them with the reports from other consultancies carried out in Europe and Spain, we realized that this country is actually in an intermediate stage in the process of digital transformation, but with a progressive tendency towards maturity in this matter>>. The expert on organizational development and change management strategy also pointed out that there is a gap between big and small companies within the HR tradition and the role HR has in these areas regarding this transformation.
The term that is used the most to refer to the transformation which is called for by digitization is “digital transformation” (36.4%), followed by “digitization” (31.8%), “digital strategy” (11.1%) and “cultural transformation” (8.6%)
Another of the main conclusions of this study is that companies do not have a clear grasp of what they mean by "digital transformation". They use terms such as digitization and digital transformation interchangeably. We asked Mr. Aguilar to clarify what he understands by this last concept: <<It is a transformation that organizations have to carry out in their technologies, but also in their operations, their relationships with clients and their strategy to optimize everything that new technologies bring about>>. Digital transformation is not just digitizing certain company processes, but it involves a global transformation of customer operations and the interaction of companies with them.