Together through the digital transformation

"Employees need to be empowered to participate internally in collaboration and knowledge sharing."

In the case of distribution systems, this must take into account the autonomy of system users on the one hand and the desire for consistency and integration on the other. From the perspective of the system provider, therefore, two essential questions arise:

1. What role can the communication of all partner organizations play in the digital transformation? (Goal: Strengthening the brand among customers and employees)
2. How can the partner organizations be taken along on this path? (Goal: common understanding and acceptance by the system users).

The role of communication in digital transformation

Digital transformation is not limited to the introduction of new technologies. It also leads to changes in operational processes and business models. For this reason, organizational structures, management and corporate culture, and also the competencies of employees must be further developed and an understanding of this change process must be created both internally and externally. The role and tasks of corporate communications in the digital transformation can thus be described on three levels with a view to the entire sales system (see figure):

1. At Level of the communication function (micro level) communication can enable transformation. To this end, communication must have a strategic status in the organization. The communication strategy should be aligned with the organizational goals with regard to digital transformation, and communication between the system users and the relevant stakeholders must be integrated in such a way that a consistent brand image can be created in the minds of customers and employees. One approach to solving this problem could be jointly formulated standards for communicating with the most important stakeholders. The communication units and departments within the sales system must also transform themselves. This is in terms of strategy, organization, culture and technology. Among other things, this involves the development of a target-oriented content strategy.
2. On the Level of the organization (meso level) the change of the entire sales system and also of the partner organizations must be shaped and accompanied. To this end, corporate communications needs consultative access to management. Employees must be empowered to participate internally in collaboration and knowledge sharing. This is the only way to create the necessary agility and learning ability that are essential for the digital transformation of the organization. At the same time, employees act as important ambassadors both internally and externally. Managers can play a pioneering role here. To promote this, employees need access to social media in their work environment and corresponding guidelines. The communications department provides appropriate interaction spaces and platforms, shapes and moderates the dialog there, and empowers employees to participate in this discourse.
3. On the Level of exchange with market and society (macro level) is to create internal and external acceptance for the digital transformation of the company. To this end, digital transformation topics must be an integral part of the dialog with stakeholders. To this end, internal communications management maintains dialog on the company's own and external platforms. Since direct contact with customers only takes place via system users, they play a key role here. Not only in the implementation of communication measures, but also in the observation and analysis of customer needs and attitudes. From the perspective of the system provider, it must be ensured that this information can also flow back so that the overall system can benefit from these findings.

   

A common understanding as a success factor

So how can system providers take their system users along with them on this journey? One thing is clear: a consistent brand experience for customers and employees of the overall system presupposes a similar level of communication at the three levels among the "system users". For system providers, it is therefore a matter of convincing the partners of the importance of strategic and integrated communication. Ideally, the dialog about this will result in a jointly supported communication strategy that the system users recognize as the basis for their own communication. In addition, system users and their employees must be sensitized and empowered for their communication task vis-à-vis the stakeholders.

In order to develop a common understanding, it may be useful for "distribution system providers" and "recipients" to regularly survey and discuss the maturity of communication at the three levels. The IAM Digital Transformation Navigator can provide support here. A questionnaire-based assessment can be used to determine the various maturity levels, compare them in moderated workshops, discuss the need for action, and coordinate the next transformation steps. The goal: effective communication of the entire sales system with regard to digital transformation.

MSc. Katharina Krämer (left) is a lecturer and consultant in organizational communication at the IAM Institute for Applied Media Science at ZHAW.

Prof. Dr. Nicole Rosenberger (right) is Head of Research and Work Area Organizational Communication and Management at the IAM Institute for Applied Media Studies at the ZHAW.

Learn more here about the IAM Institute for Applied Media Science and the IAM Digital Transformation Navigator.