Humanizing Digital Transformation: Don’t Forget The People

By June 19, 2022 blog No Comments

“Digital Transformation” is one of the buzzwords of 2022, but it has also been one of the least successful strategies of the past few years. The idea of moving to more innovative, digital approaches to a business would seem like a natural move in our digital age, especially after the pandemic. Yet the evidence suggests that it has been a dismal failure. Look no further than a report noting that digital transformation across tech-oriented industries was less than 30% successful. In more traditional industries, such as automotive and pharmaceuticals, success was only between 4% and 11%.

What is digital transformation?

Digital transformation is best described as the adoption of digital technology as a replacement for analog processes in an organization. This transformation can be either a one-time or an ongoing process and can include anything from automating an ordering process to simply using an app to make an appointment. The net objective is to create value for companies, industries and society through ease of use, automating manual processes and centralizing data collection.

It sounds rather mechanical and, for the most part, has been implemented that way. A fundamental problem is treating the process as an IT exercise, but effective digital transformation should enable a company’s ecosystem by involving all key stakeholders. These stakeholders are those people both external and internal to an organization, including the customers. In short, digital transformation needs to be humanized to be effective.

Sadly, there are many cases where the “human” side of the process is taken for granted (paywall) or treated as an afterthought. Given its closeness to the pharmaceutical industry, I will use healthcare as an example. In this industry, those who benefit from the transformation should be the patients and those involved in the process, such as providers, nurses, lab techs, etc. But the transformation process is often designed without these people being consulted, and the “tech” side is bolted on with no tangible strategy for its use in conjunction with the existing workflows of the organization. It essentially follows a strategy of, “If you build it, they will come,” without taking into account whether those who come can effectively use what was built.

How do stakeholder experiences affect digital transformation?

In healthcare, patients no longer view great outcomes from the healthcare provider as a key differentiator with other providers; great outcomes are expected. Instead, they consider their overall experience from start to finish. A customer who is stuck toggling between frozen computer screens while trying to make an appointment will be increasingly frustrated. Similarly, what is the experience of the teams internal to the organization? If they have to make 42 clicks just to enter a last name, that’s not boding well for a long-term employee.


The key to effective digital transformation is understanding that the technology implemented only starts to have value if it is used, and it is more likely to be used if the stakeholders are involved at the earliest-possible design stages. Designing effective digital transformation processes requires considering the whole patient journey and their points of connection and interaction. This involves looking at every point of contact, from the customer wanting to use a service to their using the service and resolving their need. Using a medical appointment as an example, a patient’s journey map could have the following points of contact:


• Outreach (Phone, App or Portal).*

• Scheduling.*

• Confirmation.*

• Traveling To The Appointment.

• Parking.

• Reception.*

• Waiting.*

• Meeting The Tech Or Clinician.*

• Service Payment.*

• Parking Payment.*

• Exit.*

• Traveling Home.


At each point, there is a patient (external customer) connection with your services. For those elements with an asterisk after them, at least one member of the healthcare organization (internal customer) is also involved. This patient journey thus contains a minimum of nine points of contact for everyone concerned. These points of connection are more broadly known as “moments of truth,” and they are essential for understanding customers and their experiences. Unless all are addressed in the design of this healthcare organization’s digital transformation, each point represents a challenge to a good patient or employee experience.

Between the ever-growing number of options patients have for different providers and the so-called Great Resignation that has employees leaving unsatisfactory work situations more readily, there is greater risk than ever of losing one or both of these stakeholders with a poorly designed digital transformation. Many organizations neither understand this nor understand the needs of their customer or who they are. Even the understanding they do have is likely not being fully incorporated into their formal digital transformation process.

How can you incorporate customer experiences into your transformation?

So, how do you measure something like that and understand where you are in order to incorporate the data into the process? The first step is to determine what to measure. That can be broken down into five categories:

• External/Internal Customer Satisfaction.

• Loyalty.

• Reputation.

• Quality.

• External/Internal Engagement.

The next question is, how can you measure these metrics? The trick here is to make these somewhat intangible concepts into tangible information you can apply to your process. This may be done through surveys of your own organization and the respective stakeholders, creating a number of key performance indicators (KPIs) that can be turned into usable data. There are a number of KPI measurements that can be used. For example, you can:

• Create your own means of measuring internally.

• Use specific third-party measurement tools of each element, such as a net promoter score.

• Use an all-encompassing measurement, such as a customer experience maturity tool.


At the heart of any successful digital transformation is people; they are customers, but they are also emotional, easily frustrated humans. Unless that is taken into account as part of the digital transformation process at its earliest stages, any technology implemented as a shortcut to human interaction may result in a great deal of investment that ultimately ends up in the digital dump.

At a time of rapid outbreak of Covid 19, there is a growing demand for working from home due to limited travel. As such, companies desperately need a platform that can make it easier for employees to work together and many Vietnam business consultant out there can help them to solve this problem, not only to help you save costs and time, but also improve the productivity of your business.




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