Mind the Digital Gap – Why we all need a touch of Digital Patience

Far from feeling alienated and overwhelmed by the digital world I continue to throw myself into it with passion and abandon.  I am a fully signed up and reasonably competent, Ipad, Iphone, twitter, facebook and linkedin user.   I love the fact that I can access all manner of services at the touch of a screen and that the world is seemingly at my fingertips.  I love it.

However, I have noticed a bit of a challenge that arises from this ubiquitous use of technology and the promise of instant wish fulfilment that it engenders.   I and my digitally enabled clients, colleagues and friends get unreasonably frustrated if we can’t get an instant result from our technology and whilst this is understandable I’m not sure it’s actually reasonable.  Ironically the faster our digital networks, devices and software run the greater the gap becomes between our expectations of what should be possible and what is actually capable of being delivered in the digital world.  In the last two years I have noticed more impatient, unrealistic and in some cases just outrageous stances being taken by a number of our under pressure clients when it comes to delivering digital solutions to their complex business problems.  Quite frankly, when it comes to digital transformation we are all in grave danger of allowing our digital expectations to get way too far ahead of the digital delivery reality.

Let me illustrate.

Quite rightly, due to its massive research programme with MIT, Capgemini Consulting is seen as the leading consultancy in the delivery of business transformation in the digital world.  This is great news but it comes at a price – the associated expectation of providing instant digital solutions to deeply complex business problems. 

Twenty years ago a successful business transformation programme would have a number of phases – an “as-is” diagnostic phase to clarify what the current state of play is, where the real challenges lie and what the levers for change are, a “to-be” phase that lays out the new vision, design principles and target operating model and finally a “gap analysis” phase that lays out the change journey from the “as-is” to the “to-be” state.  Simples.  

Today the underlying process of delivering a successful digital business transformation is actually still the same but the strange thing is that as soon as you attach the word digital to the concept of transformation it creates a set of “digital speed” expectations that are hard to meet – such as – “Why do we need an as-is phase, we all know what the problems are, surely you can just access my data and tell me what’s going on?  I thought you guys did big data? Why do we need a to-be phase – we all know we just need an app and a bit of a marketing push – let’s not over complicate this – we already know which technology we want to use.  And finally – there’s no need to overdo the change management – the new apps and technology will all be user friendly – let’s just get going and put something in.”  

Now, whilst there are some really good challenges in these comments for us as consultants and whilst we at Capgemini are running ahead of our competitors in the “digitisation” of our  diagnostic capability, delivery methods and delivery speed it doesn’t alter the fact that the delivery of digital transformation comes with its own unique challenges – many of which are caused by a growing expectations gap.  I seem to constantly have the nagging warning of the old proverb “act in haste, repent at leisure” playing at the back of my head when it comes to helping clients negotiate the complex issues associated with delivering meaningful digital transformation.   I also now hear regularly of “digital disasters” where well meaning, but under pressure clients have tried to break all the accepted wisdoms associated with business transformation on the grounds that it was a "digital project" and they have subsequently spectacularly failed to deliver on the desired outcomes.

One company, under intense delivery pressure, recently launched a world-beating digital application for purchasing financial instruments.  It was slick, it was fast and it was clever.  But, as a customer, if for a range of good reasons you didn’t match a specific profile then you’d be rerouted into the old manual process, which was far from slick.  You went from digital dreams to analogue nightmares!  Customer experience disaster.  Ouch.

The solution.  Easy to say, difficult to do – but I’ll be working with my clients on the concept of “digital patience”.  The digital revolution is here and delivering fabulous new capabilities but we must mind the digital expectations gap and realise that sometimes a little time to think and plan is a good thing in a digital world as no-one wants to repent at leisure.  So take a deep breath, display the right measure of digital patience and let’s set up our digital transformations for sustainable success.

Why I love the London 2012 volunteers...

This blog is inspired by the 70,000 games makers who gave freely of their time and energy in support of London 2012.  Top job – you have made us all very proud.

When I think about how excellent the London 2012 volunteers have been it really does make me spontaneously smile.   So as I sit here basking in the final few days of London 2012 I feel compelled to look at why it is they have had such a notable effect.

It is now a fairly well known fact that the concept of volunteers supporting the Olympics was first introduced at the 1948 London games.  In 1948 the UK was still experiencing rationing as part of the economic hangover from the Second World War and was compelled to use volunteers to ensure it could put the Games on.   Fast forward 64 years to 2012 and the concept of Games volunteers is established at the heart of the Games management process.  No Games functions without them.  So why have we all been so particularly touched by them this time round?

Strangely I can’t help but think that it has something to do with the overall economic climate and global social uncertainty (traces of 1948).   As many of us face personal financial difficulties, compounded for some by the increasing challenge of finding work and living on reduced means, our levels of stress and isolation rise and our baser instincts come to the fore (remember the London riots of 2011).   We were plugged into a potentially dangerous cycle and the country braced itself for further civil unrest.  Then, into the midst of our consciousness, during this time of anomie, step the values and performances of the Olympic Games and those beautiful, willing volunteers.  An army of cheerful, helpful and ubiquitous superstars – steering us, guiding us, offering us support and advice whilst keeping our spirits up.  It’s been brilliant and it’s been freely given.  The result is that a seed of hope arises within us, that, when difficult times come our way, there are actually many people out there amongst our neighbours who have the grace and courage to help.  We are not alone.

At the risk of falling into Olympic induced hyperbole we are lifted by the simple act of time given with a great attitude.  And the really powerful thing for us all to get our heads around is that these volunteers are not some super race – they are us, our neighbours, our friends, our colleagues.   They are not angels – they are ordinary people.

So as I reflect on London 2012 and the legacy it leaves I am deeply thankful for the volunteers and their simple act of giving their time for free.   My hope is that we have inspired a generation.  Inspired them to participate, take part and give freely of themselves – as opposed to the desperation, alienation and sense of entitlement that fuelled the riots.

So much as I want to say bring on Rio, let's move on.  I'd also like to raise us all a mini-challenge that says we can keep the spirit of London 2012 going here in the UK if we continue to reach out and volunteer - our country needs us.  If we try it we might enjoy it - I have a feeling the volunteers loved every moment.

Go Team GB