But Phelps remained calm. Why? Because his coach had already anticipated this situation and had made him swim in the dark on several occasions. So, Phelps was trained for this. When he started his last length and could no longer see anything, he knew he had to make exactly 21 arm movements to get to the other side of the swimming-pool.
That day, far from losing control, he won his tenth gold medal and set a new world record. After the competition, he declared that at that moment he felt completely relaxed and that he was swimming at the maximum of his capacities.
GET THINGS READY !
What about you? What challenges are you facing today or will you face in the future ? How are you preparing for it? Will you be ready, will you be an actor of the situation or will you panic and lose control?
Today, the digital revolution is creating new ways of working in all organizations. Employees in small and medium enterprises, large groups or public players are all concerned and must adapt to this new environment.
At Triglav Digital, we believe that the challenges of this digital transformation must be anticipated. In this context, continuous training (soft and hard skills), creativity and technology watch must be at the core of our preoccupations. Indeed, digital transformation will not be successful without a significant evolution of the human element, through strategic development of employees’ skills, internal communication and evolved HR strategies.
This support and training should enable employees to envisage the future with serenity and prevent them to lose control in new digital environments. Business and administrations’ best practices should enable each resource to adapt and become a real player in the context of tomorrow, instead of being just a participant.
This is the approach adopted by the bank Société Générale, which has decided to give priority to the collaborative aspect and rely on its employees to drive change. Its digital strategy aims in particular to develop the digital skills and experience of each individual. To this end, the company has set up a major program to equip its staff with collaborative tools and has focused on developing digital skills internally, attracting IT talent, defining new working methods and human resources.
Another example is Air France, which created the Digital Factory in December 2017, a 700 m2 space presented as a place for accelerating and incubating digital projects to support its businesses. Employees are supported in their digital transformation with the help of tools, methods and expertise.
CONCLUSION
Of course, not all companies will have the capability to mobilize financial resources at such a scale. But more than major investments, it is a matter of applying a simple principle that often comes back to us from the field, from our clients and from our consultants:
– To succeed in a digital transformation, the cultural and human aspects must simply not be neglected –