Contact-us Now
[contact-form-7 id="15"]

Apply

[contact-form-7 id="6156"]
EN
FR
B Corp Certified

Category: Transformation numérique

Talsom’s top 10 lessons from the 2023 World Economic Forum

Publié le by Angelina Chardonnieras

 This article was written from a discussion between Liv (our digital colleague) and OpenAI.  

The Davos World Economic Forum in January 2023 highlighted the main challenges of our time, including economic recovery following the COVID-19 pandemic and the transition to a sustainable economy.  

This year, the spotlight was on the importance of ESG (environmental, social and governance) criteria for building a sustainable economy that responds to these challenges. ESG criteria have become an integral part of business strategy, providing both high transparency and greater social and environmental responsibility. The participants at the Davos forum had the opportunity to explore the main ways in which ESG criteria can help companies face current challenges and create a more sustainable economy. 

Liv: What are the 10 takeaways of the Davos World Economic Forum in January 2023 that apply to businesses?   

OpenAI: 

  1. Increase businesses’ support of innovation and research to create innovative solutions to global challenges. 
  1. Implement governance systems that make companies aware of their responsibilities while encouraging sustainability and transparency. 
  1. Integrate digital inclusion into commercial strategies and encourage access to education and the use of digital technologies. 
  1. Reinforce the role of companies in sustainable and responsible investing. 
  1. Work with world leaders on sustainable development and crisis prevention. 
  1. Use information and communication technologies to improve companies’ productivity and performance. 
  1. Optimize the use of resources to reduce environmental impact. 
  1. Take advantage of opportunities in international trade and investment. 
  1. Encourage diversity and women in business. 
  1. Implement investment programs to support entrepreneurship and small business development. 

Liv: Are there takeaways that apply more specifically to Canadian companies?  

OpenAI:

Yes, there are takeaways that apply more specifically to Canadian companies. For example, Canadian companies can concentrate on developing trade deals with their national and international trade partners, increase their investments in sustainable development initiatives and foster the development of innovative products and services to respond to Canadians’ needs. Canadian companies can also commit to promoting inclusion and diversity and encouraging women and members of Indigenous communities in business.  

Liv: How do Canada’s ESG commitments compare to those of other G7 countries?  

OpenAI:

Canada is a G7 leader in terms of ESG commitments. Canada has implemented policies to encourage sustainable and responsible investment in addition to establishing measures to support companies working to incorporate sustainable practices and technologies into their activities. Canada has also set up programs to encourage diversity and women and Indigenous people in business and to support entrepreneurship and small business development. 

 

Source: https://www.weforum.org/agenda/2023/01/davos-agenda-2023-key-takeaways/ 

 

Agri-food innovation for a sustainable workforce

Publié le by Angelina Chardonnieras

These last few years of the pandemic have impacted the world economy, redefining the way we all work. And the agri-business industry was no exception. The need for on-site labour is a major obstacle to the economic development of the manufacturing sector, which needs to grow by 50% to meet agricultural demand by 2030, according to the Agri-Food Interim Report.  

The labour shortage comes with serious implications. According to a survey of Manufacturiers et Exportateurs du Québec (MEQ), 98.5% of manufacturing businesses surveyed are in need of labour and 49% have had to refuse contracts or pay penalties for production delays.  

As the high school graduation rate of individuals ages 25 to 44 in Québec increased 42% to 80% between 1990 and 2020, finding experienced employees for non-specialized jobs has become increasingly complex.  

Market pressures also create a need for new solutions to make the agri-food industry more competitive. 

Inadequate solutions 

When facing a labour shortage, it can seem logical to want to hire more workers. However, the agri-food sector holds limited appeal for increasingly educated young people. Given that the jobs affected by the labour shortage do not require degrees, the most promising solution would appear to be hiring temporary workers from abroad. This represents a large number of individuals who are qualified and looking to work in Canada. Nevertheless, the arrival of workers has been slowed by health measures. Despite planning to improve access to permanent residence status in 2022–2023, the shared immigration authority of the federal and provincial governments adds uncertainty to the influx of foreign workers.  

As for employee retention, there are plans to offer better salaries, increased benefits and more flexible schedules. Although such plans help retain employees and keep companies competitive, the losses already incurred mean these solutions are only effective in the short term.  

The root of the problem remains unaddressed: difficult work conditions. Instead of trying to adjust the cost-benefit ratio to increase the appeal of the agri-food industry to potential employees, why not offload the difficulty of these conditions onto technology? Technology doesn’t care about tough conditions and carries out many tasks faster and more accurately than its human counterparts. Digital transformation could therefore lessen how much companies depend on human labour while providing value-added employment for individuals. This reasoning is gaining ground in the industry: 55% of companies in Québec’s manufacturing sector believe that emerging 4.0 technology can help with labour scarcity, according to a Léger survey for Économie et Innovation Québec (EIQ).  

Not only could technology solve the agri-food industry’s labour shortage problem, it could do so while also boosting productivity and competitiveness.  

Download the agri-food industry outlook to identify all sectoral issues and anticipate the solutions. 

Technology drives competitiveness 

Among the companies surveyed, the expected long-term impact of 4.0 technologies comes alongside hopes to increase the use of digital technologies in processes related to production (64%) and management (60%). Most manufacturing companies in Québec, including those in agri-food, are therefore investing in digital transformation initiatives.  

While people play an essential role in agri-food, artificial intelligence (AI) and production automation offer a range of ways to support employees. These two innovations have the combined effect of simulating human behaviour for tasks that are repetitive and exhausting for employees while reducing shutdowns by 70%, according to Conure. Productivity is thus significantly boosted.  

The Internet of things (IoT) is a network of connected physical objects that share their data through a cloud platform without human intervention. The agri-food sector is the ideal environment for it. The IoT effectively optimizes data sharing in addition to ensuring a safer work environment with smart watches and hard hats. IoT sensors also facilitate inspections and optimize machine operations with predictive maintenance. This lets employees concentrate on their value-added tasks rather than the status of the machines. The IoT is one of many innovative technological solutions for working around the labour shortage in agri-food.  

Digital transformation is not limited to production. A wide range of algorithms assist operations in corporate management, product design, supply and logistics. This includes integrated ERP management systems, which are used by 58% of companies surveyed by EIQ, computer-aided design applications (52%), supply chain management systems (37%) and warehouse management systems (28%).  

By integrating advanced technology throughout a company’s value chain, businesses can address problems like labour shortages while also fostering a culture of innovation, in turn increasing competitiveness and business resilience. It offers substantial benefits for the organization:  

  • 90% increase in productivity 
  • 100% improvement in speed to market 
  • 50% boost in energy efficiency 

Digital transformation in agri-food is increasingly widespread as it achieves concrete results that address the labour shortage and boost production efficiency. 

Case study: Patates Dolbec, OCTAS award winner for innovation 

A Québec leader in potato farming, Patates Dolbec is now a pioneer in agri-food technological innovation. The company won the OCTAS award for innovation and disruption for integrating AI into its product quality control. By investing $12 million a new factory with AI-powered quality control, Patates Dolbec has helped their workers concentrate on value-added tasks. The company’s modernization has also helped them avoid the impacts of the agri-food industry’s labour shortage. 

Integrating AI in quality control brings clear added value to the existing workforce and has made the company much more efficient. More specifically, their 30% error rate using an optical sorter fell to 5% with AI, representing a 25% increase in efficiency. This investment has allowed them to avoid significant losses in potatoes and revenues while also revitalizing their workforce. 

Patates Dolbec’s digital transformation required computerizing everything that could be computerized to simplify their processes.  

Automation, digitization and other technologies have become key to keeping the Canadian agri-food industry competitive.   

Partner with the right people for your digital transformation 

Technological transformation is essential for agri-food businesses to survive the industry’s unprecedented disruptions. Many companies like Patates Dolbec have already allotted human and financial resources toward these technologies to ensure their company’s long-term success. 

The transformational process is one that’s done across all departments by a multidisciplinary team. We do not adopt a sequential, siloed transformation. Instead, we apply a holistic approach that brings all expertise types together from the start, providing a value-added consulting service. 

Download the agri-food industry outlook to identify all sectoral issues and anticipate the solutions. 

10 reasons digital transformations fail

Publié le by Angelina Chardonnieras

Digital transformation is currently a hot topic among companies looking to stay competitive in their markets. Although widespread in almost all industries at every level, integrating technology into business processes comes with risks and challenges that cannot be ignored. If organizations don’t give them enough consideration, these risks can translate into major losses.

These challenges are so difficult to overcome that 70% of companies don’t get a positive return on investment after making a digital transformation.  

There are a number of reasons why organizations are unable or only partially able to successfully integrate new technology. Here are 10 of the biggest ones: 

1. Insufficient integration into existing business processes 

The organizations who try to integrate technology simply to keep up with the competition often get stuck when it comes time to digitize their business processes. It’s important to realize that certain business models are not ready for this kind of transformation, or at least need extra preparation to be successful. Depending on their circumstances, some organizations need to integrate many kinds of technologies while others need to standardize their systems following multiple acquisitions. Planning for the transformation will vary with each organization’s context. 

2. Wrong timing 

Digital transformation can be highly disruptive for an organization. Organizations need to be able to model the risks and understand their business environment. A digital transformation will look different for a company with highly seasonal changes in consumer habits than it will for a company in a growth by acquisition phase. 

3. Lack of resources 

When investing in human and financial resources for a digital transformation, it’s important to take into account the risks that would come with failure. An unsuccessful implementation can easily cause the initial cost estimates to double or triple and disrupt an organization’s operations. 

4. Moving too slowly 

From another viewpoint, a digital transformation must also be planned over a reasonable timeline. Integrating various information processing systems into an organization too slowly can cause disruptive operational bottlenecks. The transformation might also fall by the wayside if it’s taking too long. 

5. Skill gaps in the team responsible for the transformation 

It’s important that you form an internal team that can manage the digital transformation and define objectives and monitor performance indicators. This team must have people with a good knowledge of the organization’s processes, who understand the technology they’re integrating as well as its impact on your future business model. 

6. Resistance to change 

One of the biggest obstacles to digital transformation is how resistant employees are to major changes in how they work and their daily routines. It’s important to understand how the changes will affect those involved and develop a transition plan for them so that the changes can be integrated deliberately.  

7. Lack of executive leadership 

An organization’s executives must all be on board with the digital transformation strategy and display leadership when integrating it. If executives are unable to align themselves with the objectives and changes brought on by the digital transformation, the process will suffer in the short and long term.  

8. Misalignment between the digital transformation strategy and business strategy 

Digital transformations also need to take into account any changes made to an organization’s business model and future processes. Poor alignment between the digital strategy and business strategy can hinder an organization’s operations and significantly diminish the transformation’s ability to optimize them. 

9. Expecting a quick return on investment 

When organizations expect returns on investment in the short term, the digital transformation plans don’t leave enough room to account for how many resources a project needs and how long they’re needed. Company transformations often fail when the company tries to stay within the constraints they initially set rather than adapting to changes that arise. 

10. Inability to manage operational disruptions 

Managing a digital transformation requires time and resources from all of an organization’s stakeholders. Employees must be aware of the projects related to the digital transformation to ensure operations continue to run smoothly. Poorly managing these disturbances could incur losses for the company and undermine the efforts involved in the transformation. 

Learn from past failures. 

Revlon 

Between 2017 and 2018, the cosmetics company Revlon wanted to change its ERP system to an SAP system in all its business units worldwide. After changing the system in North America all at once, it ran into operational problems, especially fulfilling client orders and paying suppliers.  

There were a number of reasons implementing their IT system failed. The company was already in the process of growing by acquiring a number of big competitors, including Elizabeth Arden ($870 M). Moreover, the company’s employees and executives had not been properly prepared for the system’s abrupt rollout and were unable to see the risks involved in SAP system errors, further exacerbating problems with orders. The teams responsible for change management were also unable to reconcile the projects to implement the system with their responsibilities for existing operations.  

The system changeover for Revlon was catastrophic. The company recorded nearly $300 million in losses during fiscal 2018 and experienced recurring problems in its operations management for years to come. 

The company should have mitigated the risks of such a large-scale operation by first completing its new acquisitions, by making sure they understood the new IT system’s structure and impact on its business model, preparing their employees and communicating the risks associated with SAP implementation to them, and rolling out the ERP system incrementally. 

Hertz 

In 2016, the car rental company Hertz hired an external consulting firm with the goal of validating and integrating its new digital strategy to modernize its online reservation and payment platform. Hertz made the firm responsible for managing the project to implement the new systems, selecting the software and establishing which processes in their business model would be transformed. Hertz did not supervise the project, which led to a number of problems in the delivery of the final platform, its compatibility with the different existing systems and delivery delays outside the established timeline. 

After a succession of delays and millions of dollars in fees and losses, Hertz decided to terminate the firm and asked another company to complete the system implementation, adding significant costs. 

Hertz trusted a company based on its reputation and did not have a selection process that took its particular needs and circumstances into account. They also left the management of the implementation project to the consulting firm’s discretion, and in doing so, lost control of its associated risks. 

Hertz could have mitigated the risks involved in its technology implementation by defining a clear strategy for its needs, choosing a firm that was more competent to customize a technology implementation solution and creating an internal transformation team and steering committee to maintain control of the process. 

Digital transformation success factors 

Digital transformations are complex and multifaceted operations that can only be achieved when the company is willing to dedicate the required resources and make a responsible commitment to its implementation. It is crucial to ensure that the organization’s strategic needs are aligned with its need for a digital transformation, which involves a well-defined process and vision of the company’s future. This is what allows the company to choose the appropriate software to integrate. It’s equally important to have the implementation managed by professionals who know how to customize the software features. It’s also important to consider the risks involved in losing control of the project how it would affect the organization’s resources. It is therefore a good idea to create a project management team that can allocate the necessary resources and ensure the different steps run smoothly within the set timeline. Finally, it is also necessary to offset human risk by preparing the stakeholders for the impacts this type of transformation can create. You need to prepare human resources by training them on the new processes, communicating the developments and changes caused by the digital transformation and establishing their roles in the organization’s future. 

You need to be able to rely on the right partner to ensure you understand and mitigate the risks involved in your digital transformation. Talsom offers services to align your technology strategy with your business strategy. We are specialized in managing digital transformation projects, which require careful attention and a highly professional approach. Our team of change management and human resources support professionals are equipped to help your organization develop properly during your technology implementation to ensure its success. 

Find out how our support can make your transformation a success.

Minimize the risk of failure in your digital transformation

Publié le by Talsom

Given the ever-increasing number of technologies and their impacts on all spheres of society, companies have no choice but to embrace digitalization. Without this transformation, many industries and organizations become less competitive and productive, which severely jeopardizes their future. In addition to rapidly expanding digital technologies, today’s companies face a range of social, economic and environmental issues. For example, the COVID-19 pandemic led to major changes for companies of all sizes and sectors, compelling them to quickly adapt to new realities.  

As a result, it has become especially important for companies to shift to digital, whether to remain competitive or to take on global challenges. Research conducted by the World Economic Forum measures the performance generated by the integration of advanced technologies throughout the value chain: 

  • 90% increase in productivity 
  • 100% improvement in speed to market 
  • 50% boost in energy efficiency 

However, knowing that 70% of digital transformations fail, it is crucial to do your transformation projects right if you want to achieve these performance targets. To illustrate, there are major organizations that have failed in their digital transformation and suffered major consequences.  

  • Levi Levi’s faced a number of obstacles in the course of its project (ERP implementation), including demands from one of its customers, leading to nearly $200 million in losses on a project with a $5 million budget.  
  • The Canadian government’s Phoenix pay system This project was launched in 2010 with the goal of automating the Canadian government’s payroll system. The project, however, faced problems, including the system’s operation itself, the effects of which are still being felt to this day. These problems led to losses estimated to reach $2.2 billion by 2023. 

That said, there are a number of factors that can contribute to the failure of a digital transformation project. The reality is that the project environment is becoming more complex (technologies, labour shortage, organizational restructuring, etc.), requiring rigorous risk management now more than ever. This means that in order to ensure your transformation projects are successful, you absolutely must minimize risk at every step of the process.  

The importance of a digital diagnostic 

When a technological solution fails, it’s often because the wrong one was selected to begin with. Deciding on the solution is one of the first steps in a digital transformation and this decision can, when poorly made, cause significant problems in the project’s next steps. According to an article published in Les affaires, most companies are not aware of the size of their current technological environment. An organization that does not take its own specific situation into account risks adopting technologies that are ill-suited to their needs and can end up being very expensive. Yet, digital diagnostic is an essential step to any project. The process includes 4 steps:  

1.Assess the company’s present situation This step is to identify the current business processes and pain points. It is also where you map out and assess the organization’s technological environment, including its cybersecurity and cloud infrastructure.  

2. Identify key business needs This phase is where you determine the company’s requirements and business targets, often through workshops and input from employees with different knowledge bases. This step is generally when a technology watch is conducted. 

3. Set your technological target This third step allows you to target key needs for your technology, architecture and potential solutions. It’s also when you make a technology roadmap (of budget and resources).  

4. Come up with your digital transformation vision and plan This is the step of the process where companies select the most suitable architecture and technology solutions. It’s also the time to plan the selected technological solution.  

The importance of the human aspect 

A digital transformation can also fail due to simple human error. In fact, 70% of solution implementation failures are due to human factors.  The people involved in a transformation project will naturally experience different feelings, such as anxiety, fear or anger, as the word change often sounds like uncertainty or a lack of control. These feelings are inevitable and need to be addressed to minimize risk and ensure a project’s success. This is why it’s so important to have a good approach to change to ensure that everyone can adopt and internalize it. 

1.Awareness This is the first step of the change adoption process. More specifically, this phase is for informing stakeholders like employees about the purpose and nature of the change.  

2. Desire for the change is more specific to the employees and their relationship to change. The aim of this step is to create a desire to participate in and support the change. At this stage, it is important to take note of concerns and address them, as they can lead to strong push back if ignored.  

The first two steps are essential and determine whether the project will be embraced or rejected. After all, if you take the wrong tack to informing stakeholders, it can throw everything else off course. 

3. The last phases of the process—knowledge, skills and reinforcement—come after acceptance of the change and require training stakeholders, especially on the ways of doing things, the skills and behaviours to apply and certain mechanisms for maintaining the change.  

The importance of project management 

Without adequate project management, it can be difficult for an organization to achieve its objectives. At this stage, the risks should have been anticipated and reduced to a minimum. However, poorly organizing the activities involved in a transformation project can unfortunately lead to its failure. That’s why it’s important to have the right techniques and necessary knowledge when it comes to project management. There are five basic project management processes that can be adapted to different situations.  

1.Launch: The project is formalized and takes shape in the project charter. 

2. Planning: This is the most important step. This includes planning activities (resources, duration, cost), identifying risks, implementing follow-up tools, etc. 

3. Execution: The project is carried out according to the established plan and timeline. 

4. Follow-up and control: Ongoing assessment of how the project is being implemented vs. the expectations set in the planning step. 

5. Closure: The project has been accepted by the stakeholders. This is when you issue final reports and conduct the post-mortem.   

To make your digital transformation a success, it is important to effectively manage risk throughout the customer journey. This starts by identifying a technology solution tailored to your company’s needs. To prevent a project from failing, it is also important to centre the people affected and their concerns in the transformation, as poor change management can lead to resistance to and rejection of the project. Finally, good project management ensures that your projects run smoothly and successfully.  

Our multidisciplinary team and unique approach can help your transformation projects thrive. At Talsom we use a rigorous risk management model that is applied from the very start of your project. Whether you’re at the beginning of your reflection process or at a more advanced stage integrating a specific technology solution, our teams are here to support you. 

 Learn more about Talsom

In 2022, what is there to say about digital transformation in our businesses?

Publié le by Angelina Chardonnieras

A picture of Quebec and Ontario companies

Last December, in partnership with Léger, we surveyed 700 employees and managers at companies in Quebec and Ontario to paint a comparative portrait of the trend in companies’ digital transformation projects and of how these projects are received and interpreted within their own company.

In 2021, the pandemic seemed to be accelerating digital transformation for businesses; but in 2022, we are finding that this may have amounted to a simple technology upgrade to enable people to work together remotely.

This second survey is an opportunity to validate some of our findings from the previous one with the same population – and find out whether employees take the same reading of their company’s issues as their managers do. We did find some gaps in perception. However, both agreed that their company does not have the full capacity that digital can provide for communications and marketing, operations, sales and production.

The issues on our companies’ minds

The companies identified several issues that are barriers to digital transformation. The labour shortage is the key barrier to digital transformation. Statistics Canada reported in its December 2021 Labour Force Survey that unemployment was at its lowest point since the start of the pandemic (5.8%). This lack of a qualified workforce is affecting their plans, and is one of the main challenges they’re trying to overcome with a transformation project.

Cybersecurity is not far behind – no surprise given that 43% of large companies with 250 or more employees (the same population as our survey) were hit by a cyberattack in 2020, according to Statistics Canada. And 72% of survey respondents say that their company has, or plans to, develop a cybersecurity strategy.

The connection is still seldom made between digital transformation and today’s core issues of sustainable development and climate change. Just 20% of employees thought the challenge could be met through their digital transformation. In addition, the majority of companies – 64% – give little or no airtime to climate issues and digital sobriety.

Download the 2022 Survey

How is it different from the 2021 survey?

With this comparative study, we identified various convergences and divergences between the 2021 and 2022 editions of our survey in partnership with Léger. This second survey’s unique angle is based on the comparison of employees’ and managers’ perceptions.

  1. Portrait of the digital transformation within the companies

Whether or not companies have an investment plan and a digital transformation strategy are two pieces of data that we used to paint a picture of in-house digital transformation. In 2021, 76% of companies said they had an investment plan, and 68% said they had a plan in place for their transformation. In 2022, we see that 46% of companies have an investment plan and 60% have a transformation plan. These two indicators are down by 27% and 8%, respectively.

  1. Optimizing digital technology and how it is applied

To draw this picture more precisely, we asked managers if they thought their company was capitalizing as much as it could on digital capacity in four sectors: operations, production, communications and sales.

We are seeing a higher use rate for these four sectors compared to the 2021 survey, but nowhere has it reached a majority. Production and operations are the sectors showing the most room for improvement.

  1. Progress in the digital transformation

Data collected in the 2021 survey gave us the impression that Covid-19 had acted as an accelerator in the digital transformation projects of Quebec and Ontario companies. Conversely, the same question was asked again this year, and the numbers speak for themselves.

  • In 2021, 46% of companies believed they were ahead of the competition in their digital transformation after Covid-19.
  • In 2022, only 30% believe they are ahead of the competition in their digital transformation after Covid-19.

That’s a difference of 16 fewer percentage points. Many companies (44%) don’t think they are either ahead or behind since the pandemic.

Employees and managers: perceptions aligned or askew?

  1. What is a digital transformation?

We think the digital transformation concept is frequently misunderstood. With this survey, we measured managers’ and employees’ understanding to see what they associated it with.

Generally, for many people, digital transformation means setting up a technological solution. For a majority of employees surveyed, “digital transformation” refers to technology infrastructures (45%), automation (41%), or digital applications (also 41%), but is never viewed as a whole.

While the technology aspect is a major component of digital transformation, the transformation path goes beyond that. It is an agile and cross-cutting path that offers a dynamic dimension to transformations.

  1. Are technical skills and lack of motivation barriers to digital transformation projects?

Managers have identified lack of technical skills and lack of motivation as the key barriers to their digital transformation projects. Yet employees do show interest in being involved in developing requirements, as they are motivated to receive training and guidance for their company’s transformation.

And 56% say they are motivated when they have to use new technology. This number is even higher for those aged 18-34: 83% say they are motivated to use new technology.

Still, employees acknowledge that lack of skills is a barrier to the transformation project (70%). They also stress the lack of managerial skills (57%) and the lack of financial resources (58%).

Why tackle a digital transformation?

Because digital transformation lets you grow while maintaining your competitive edge. Not transforming can cost you market opportunities and put you at risk. Digital transformation is an opportunity to update your operations and processes, acting as a lever against various outside forces.

Sign up to get an exclusive preview of our survey.



The key benefits of digital transformation. Why you should accelerate your digitization.

Publié le by Angelina Chardonnieras

Two years into the pandemic, with the benefits of digital transformation now well-established, you’d think companies would have prioritized their digital initiatives in order to catch up with the times. Not so. Our most recent Léger survey found that 66% of managers consider their company to be behind or “neither ahead nor behind” when it comes to digital adoption. The gap between the general perception of accelerating digital transformation and the reality on the ground could simply be due to the increased use of technology for telework.

In many industries, digital transformation has already shown itself to be a growth accelerator. In manufacturing, for example, integrating IoT (French-only page) facilitates production line automation and inventory control. In agriculture, new high-tech tools enable food producers to monitor and optimize their crops, thereby increasing yields. The service sector also benefits from high-tech innovations, as these can automate many tasks, such as processing cheques and claims, by providing customers with real-time visibility.

To stay relevant, companies in every industry must keep moving ahead with their digital transformation. Read on for a look at the key benefits.

Ensure better employee commitment and retention

New hybrid work models have accelerated the adoption of digital tools to support telework. Shared documents and project management platforms enhance team collaboration and provide project visibility. And now, synchronous and asynchronous communication has its own special tools to promote employee commitment.

Talsom’s 2022 study on digital transformation shows how new technology positively impacts a company’s ability to attract and retain top talent, as supported by the following figures:

  • 97% of managers say companies that integrate new technology into work processes are more attractive;
  • 75% of managers say companies that lag behind in their digital transformation drive employees to move to other companies.

In the current labour shortage – only compounded by the recent so-called “Great Resignation” which is being led by millennials – companies have a lot to gain by accelerating their digital transformation.

Anticipate market trends with real-time data

Companies must be increasingly resilient and flexible in the face of changing market and consumer demands. The crisis caused by COVID-19 has put additional pressure on supply chains and intensified rapid changes in consumer behaviour. By centralizing and capitalizing on existing data, companies can adapt more rapidly to these changes.

Improved visualization of cross-referenced data also enables them to find new segments, thereby opening up new market opportunities. Leveraging data gives you a significant competitive advantage.

Generate long-term savings

Digital transformation can involve significant financial investments. However, it must always be viewed in terms of its ability to optimize structural and operational costs, thereby leading to corporate growth. One of the most tangible benefits is improving processes by automating time-consuming, repetitive, low value-added tasks.

By moving from a legacy infrastructure to cloud storage, buying and maintaining servers is a thing of the past. Cloud storage provides solutions practically tailored to your use and require no maintenance, generating significant infrastructure cost savings.

Improve the customer experience

Every manager knows that acquiring new customers requires a greater investment of time and money than keeping them. Customer satisfaction is the key to customer loyalty. Digital tools mean you can offer omnichannel support to your customers, making it easier to track and anticipate their needs, gather key information and provide an ultra-personalized experience. Implementing ERP provides detailed visibility into product delivery status and facilitates inter-departmental communication. CRMs enhance customer relationships through better communication and keep them engaged with automated marketing messages.

How Talsom uses digital transformation to power your business

Digital transformation involves a lot more than simply making a technology purchase decision. In order to generate long-term benefits, the process must be planned and supported. Since it involves making high-tech decisions and prioritizing business objectives, and will most likely require support, you may want to consider working with an experienced partner who can guide you through the entire process.

Our teams have the expertise to be your single resource, from planning to execution, and have extensive experience working with many local, national and international clients. We employ every kind of innovation to help you understand, specify, plan and execute your transformation to a digital world.

Want to know more about Canadian corporate digital transformation and the challenges it presents?

Download the complete study

Can the Games Go Digital?

Publié le by Angelina Chardonnieras

We tend to think of digital transformation as something that only companies do, but in fact it can apply to many aspects of society. Read on for a lighthearted look at the future of the Olympic Games. 

by Stéphane Ricoul, Executive Director 

 

It’s 2010, and the Olympic Games are taking place in Vancouver. 

According to an article by Jean-François Ferland, published on March 3, 2010 in the online magazine Direction Informatique, 3 billion viewers worldwide enjoyed 24,000 hours of Olympic coverage that year. That represents a 50% increase over the 2006 Winter Games in Italy, and a 25% increase over the 2008 Summer Games in Beijing. That period also saw 4.9 billion bytes of data sent over the Internet, 30 million megabytes of data sent via mobile devices, 1.1 billion web pages viewed by some 300 million Internet users worldwide, and more than 133,000 videos viewed live online during the closing ceremony. 

By way of comparison, the most recent Olympics in Tokyo in 2020 (which took place in 2021 due to a certain virus you may have heard about) had the lowest TV ratings since 1988, but were saved by the streaming platforms that competed for viewers’ attention. NBC Sports said consumers streamed 1 billion minutes of Olympic programming on Peacock, the NBC Olympics app, and NBC Sports. Compare this to the 24,000 hours (or 1,440,000 minutes) of TV content in 2010! 

Semrush provides even more interesting statistics: the official Olympic social network accounts have been wildly popular, picking up 1.1M followers on Instagram, 1.05M on Facebook, 503K on Twitter, 133K on YouTube and 72K on TikTok – at that time, the new kid on the block. This picture is likely to change for 2022. However, the big winner of the 2021 Olympics was Amazon, with some mind-blowing increases in certain search terms during the Olympic months: +1,071,775% for women’s tennis shoes, +1,400% for soccer cleats, and a measly +770% for exercise mats. 

However, the 2006 Turin Winter Olympics are recognized as the first digital games in history. At the time, a third of broadcasters were using broadband Internet and mobile telephony to broadcast high-definition images, for a total of 13,520 hours of images (or 811,200 minutes, if we’re comparing apples to apples). At the time, this represented a massive leap forward, made possible by the fact that, by the time the Turin Olympics rolled around, the infrastructure for Internet broadcasting existed in five more countries than it had when the 2004 Summer Olympics took place in Athens.  

But, back to today. It’s now 2022 and we’re on our way (virtually) to Beijing. Internet and mobile network issues are a thing of the past, the 5G network (tested in South Korea in 2018), UHD (ultra-high-definition) video and the IoT (Internet of Things) are ubiquitous. Today’s “new kid on the block” takes the form of dedicated digital channels, such as France Television’s Beijing h24, due to launch with the very first Games event on Wednesday, February 2 at 1:05 pm. The channel will broadcast the entire event 24/7, non-stop, either live, recorded or replayed, until February 20. Another entirely new feature is the digital wallet with a digital yuan chip, to be created on AliPay and WeChatPay. Foreign visitors will be able to apply for an e-CNY account (the official name of the digital currency) with their passports and overseas mobile phone numbers. While this exposure represents a significant step forward for the currency, it’s not being officially launched – yet! 

What about the future? Next, it’ll be the 2024 Paris Olympics, with its stated ambition to be the most digital Games in Olympic history. What does that mean? It means data is set to help tackle the challenges posed by mobility, cybersecurity, sports performance, economic development, energy transition, sustainability, and social impact. 

The goal of this ambitious digital agenda isn’t just to transform the Olympics. It’s also leading to innovations in real estate infrastructure and mobility, in mass transportation and data use, and in reducing the carbon and environmental footprints of infrastructure and activities. It also has the potential to bring about innovations in sports performance through the use of sensors, smart textiles, augmented reality, big data and AI. These technologies not only enable athletes to improve their performance, they will also help them customize their training and make it possible to identify future Olympians. 

And after that? Apparently, the International Olympic Committee (IOC) is considering making virtual sports medal at the 2028 Olympic Games in Los Angeles, where so-called “e-sports” would be given the same recognition as other Olympic sports. 

Finally, the false perception that the pandemic has speeded up companies’ digital transformation is perhaps true, at least insofar as it involves changing the mindset of certain very traditional-minded bodies. This development is bound to make the practitioners of some sports, like e-cycling and indoor rowing, very happy. However, if you’re waiting for the IOC to allow video games at the Olympics, you’ll have to wait a little longer. The Committee has stated that a key requirement for it to officially recognize an Olympic sport is – you guessed it – physical activity!