The digital transformation sometimes involves profound changes for companies, to the point of reviewing the way they work, manage or even their customer relationship. This change also requires dealing with a set of generations. As a result, you have to know how to consider them internally and externally.
The Generations X, Y and Z are among the leaders and employees of companies, but they are also present through consumer. In the context of a digital transformation, it is therefore imperative to know how to deal with these different generations.
In a world where companies are digitizing more or less rapidly to respond to new consumption patterns, it is imperative to put the human and the customer relationship at the center.
Generations X, Y and Z in the digital transformation
When you start your digital transformation you must always think human and focus on the customer. If digital has favored better management of the customer relationship, thanks in particular to social networks, we must also think of all generations.
Companies are aimed at consumers who do not all have the same uses and the same apprehension of digital. What is good for the customers and future customers of a company is also valid for the staff who compose it.
In a few years we will have a growing population of seniors , among which the use of digital tools is not yet fully entrenched. For some people, it just is not at all. This is an issue that is not always addressed or considered in the context of a digital transformation.
The customer relationship must adapt to the different generations that are the X, Y and Z but also baby boomers who fit before them. As for the personnel of the companies, it must also be considered in the early stages of change.
A reminder of these 4 generations and their relationship to the world of work:
They represent people who were born between the years 45 and 65 years. Among them retirees and seniors. It is the post-war generation, the one who works hard and who expects a salary commensurate with his efforts. They want to be appreciated for their experience.
This generation has gone through all the technological innovations, the changes of the monetary system as well as the transformation of the modes of communication. However she is not the most comfortable with the computer tool and the digital who arrived late through their professional course.
Gen X represents people born between the years 65 and 80. They are more concerned about their family life and work to live but do not live for their work. Nevertheless, work remains at the heart of their concern. This generation adapts less easily to new situations, changes … for fear of losing their job.
Generation X, however, is involved in its business and assumes responsibilities by taking many initiatives. It adheres more to the belonging of the image of the company than to the benefit of productivity, which is more common with the employer.
Many people have adapted to the computer tool and have accepted the transformation of the modes of communication.
Generation Y or Millennials
Generation X represents people born approximately between the 80s and the 2000s. It is the generation that grew up with computers and the internet. Television and digital are omnipresent in their lives.
It’s a sociable, communicative generation that shares easily but reluctantly with authority. Work is no longer central to everything and the need for a rest phase has been felt to decompress.
The search for a quality of life is a priority, even if it means changing regions or countries because they adapt to a difficult economic model and repeated crises. She looks for her place continually being armed with diplomas and not hesitating to train herself to evolve throughout her career.
Generation Z represents people born after the year 2000 and is therefore the youngest. It is the generation born with the digital while waiting for the one that will be born in the digital one.
It is called silent generation and technology dominates of course their daily lives. She can not live without and the internet is their privileged work tool for communicating personally as a professional.
It is a generation connected permanently that only identifies with and through social networks. Work must be for them a source of well-being in everyday life. It is hoped that this generation will quickly find its place on the job market, when the baby boomers will retire.
It is important to know all these generations to better meet the needs they express. Their consumption patterns differ, as do their personal and professional priorities. You have to know how to interest them, to involve them, to retain them.
The customer relationship in the digital transformation of companies represents a real challenge.
From the collaborating point of view, it is also an awareness to have to meet everyone’s expectations. Employees must not lose their points of reference and all must be joined by the links of well-being at work. If productivity shows a language that is sometimes too stressful, you have to know how to compensate and provide solutions quickly internally.
From there were born chief hapiness officers , people looking after the well-being of employees within large structures.
The different phases of a digital transformation
When a big company starts its digital transformation , it will generally follow a process that includes seven major steps. The first phases concern the internal and it is here that we must consider the generations X, Y and Z that make up the company.
In a second time the mutation turns to the customer, but here too the different generations do not all have the same expectations and needs. It is therefore necessary to understand these generations in the process of transformation.
Here are these 7 steps:
- The digital vision within the company
The vision of digital is essential before any transformation. It is about reassuring employees and employees and enabling key positions to acquire a strong maturity. Management services must then be able to convey this vision to all their employees. The vision of the digital must not represent a brake internally, but a lever of adaptation, evolution and innovation.Human resources have an important role to play here. It is a question of knowing the staff well, to understand their motivations, their degree of implication, their wishes of evolution etc …
- Employee training
The training of employees is a pivotal axis to acquire the necessary skills in different fields. The rise in skills will allow to master the digital tools, to approach the data analysis or to pilot the digital transformation projects.It is necessary to know how to detect the appetites, the collaborators at ease with the tools as those which are not it. Training is therefore a pivotal axis in driving change and its success.
- The restructuring of the company
Transformations are vast in business and if they involve working methods, they will also impact the organizations in place. The hierarchical system can be redesigned to allow a better flow of information between management and employees. Human relations will still be at the heart of this change.Everyone must make sure that this change is smooth and that transitions are smooth. Employees must maintain landmarks to move forward. It is here that we must fully consider the generations X, Y and Z and be attentive on the ability to adapt, the desire for working methods, the flexibility of schedules etc ..Restructuring must restore well-being at work while increasing productivity within the company.
- Collaborative work
Collaborative work is an axis to unlock the potential and skills of all employees . It’s about putting tools in place that will link projects internally. With tools like Slack, Trello and many others, teams will work together on projects that are directly integrated into the transformation process.One can imagine the generations X, Y and Z internally working on their counterparts externally. Who better than a Y to understand a Y. We thus value the employee on an axis he is able to better understand and master.
- Focus on the customer
The customer must be systematically at the center of this digital transformation. When we talk about the customer relationship, we must think systematically think of the brakes that transformation can represent.How to adapt to all generations , as we approach here, and how to facilitate all the customer journey that the company takes. Whether it is the handling of a website, a mobile application or the direct use of internal services of the company.We understand that at this stage it is also imperative to understand the different generations. It involves introducing customer journeys adapted to all offers and to the different generations.
- Data analysis
When the whole process begins and the resources; tools, humans etc … are operational, we move on the analysis data. Business capital for innovation lies within these data. It is therefore necessary for any company to know how to make them talk. The company can use Data Scientist internally or outsource this big part of the work.
- What can this data tell us about the consumer?
- What will he need tomorrow?
- or what are the most important services in his eyes?
From this work must emerge the future innovations and needs to develop within the company. We also segment the X, Y and Z on expectations that will probably not be the same. The end of the Y years and the Z generation will be more receptive to news & technologies for example. In this case how to associate the generation X? Should we diversify the offer, find the right balance? etc
- Emergence of new needs
When new needs or innovations emerge, new processes are put in place. Teams will have to pilot the innovation, the changes, the setting in production etcProject managers will be able to take charge of the new offers to develop at the end of these stages.
The importance of being trained to understand digital transformation
To introduce the digital transformation within companies and to be an actor of this mutation, it is imperative to be trained in the right methods, the right tools and all that implies the change.
Digital transformation is a human adventure, which requires a deep knowledge of the business world but also the changes it has undergone in recent years.
The digital transformation of communication allows us to understand on its own, what it has provoked in our habits. It took us just 30 years to switch from minitel to social networks. And with each new generation, new uses appeared relegating the Minitel and other faxes to the rank of prehistoric tools.
The digital transformation is today the essential subject within the companies and to take the train in step, it is to make sure a future where everything is to (re) construct.