1.0 PEOPLE, All PEOPLE ORGANIZE & GET ORGANIZED
For Organizations Selling Goods and/or Services
Consumers | Employees | Clients
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2-When focused on digital transformation as a strategy, one thing keeps coming "tops" every now and then. People, their expectations, knowledge and skill-sets. For real and timely leveraging of Technology (Digitilization for the purpose of using computers to work/solve problems...), people must be known and organized to come and work together (Willing to be listed in open directories...), be equiped with some tools and technologies to inform and be informed (Smart phones & Cloud/managed services...). To master and to tame engineering and technical work however, the society needs to share knowledge and skills (HR, Upskilling, Reskilling...). This is only possible through Knowledge Manangement (KM) at all levels.
3-For most organizations and commercial enterprises, the people aspect of transformation refers to the access they have to consumers, clients, and employees. For large national communities at grassroots however, consumers are all of us - from the time we are born. Because our objective goal is harnesing technology for solution or job creation (The ultimate in societal solutions...), we focus on public employees thus:
Clients/Customers (Highest level public servants charged with supporting grassroots in resoucing, in employee motivation, in seeding, in mindset development, in change management...); and
Employees: Constituing all rest of us in all levels of employment willing to contribute to local grassroots development - in problem articulation and/or solution creation.
1-It is possible for analog methods/processes including people (working, resources...) and data (records, drawings, images, photos, text, writings, sounds, data...) of their interactions (Undigitized levels of work capability...) to manage, only if the organizations/businesses are small, informal and without an ambition.
Actually, age-old studies show that things begin to get complicated and difficult at small figures; At 20 employees, with 3 units of operations (production, sales and distribution) and just 100 clients or so, things get so complicated and the units and the manager and the supervisors fail. Any addition to any of the above tends to complicate matters further!
Fifty years or so of digitalization "partial digital implementations..." shows that with just a litle tech input (1 technician collecting, storing and tracking the data...) for the manager only, results in well over 10 times in production and sales dividends.
A village in Rwanda has one (1) village head (Manager...), ten (10) or so village councillors (The customers/clients we all wish to impress...) , operationally equivalent to 10 operational units, 200 households, each household sending a representative to Umuganda being equivalent to 200 employees and a total population of 900 souls, (our children, our senior citizens, today's employees...) equivalent to that number of consumers... it is no surprise that village management efficiencies continue to be a pipe-dream. Village digitization and digitilization is the key for any sensible socio-economic endevor and the hope of Africa for this 21st century.
Pasted from...
people. Digital transformation starts with people, which is a useful reminder that whenever we talk about data — especially valuable data — there are humans at the end of it. For most organizations, the people aspect of transformation refers to the access they have to consumers, clients, and employees. Historically, these relationships yielded poor or dispersed records. Think about analog and informal small businesses, such as a stand in a Turkish bazaar: the salespeople have a great deal of access to, and knowledge of, their customers and clients, but it’s all “trapped” in their minds. In the same way, a London cab driver or a Parisian bistro waiter might have in-depth knowledge of their customers and what they want, or a small business founder might know the 20 employees that make up her workforce rather well, without needing much tech or data. But what happens when an organization becomes too large or complex to know your customers or employees on a personal basis?
The Idea Institute.
The Idea Institute.
Established to
Koribisubizo has started "The Idea Institute" whose major preoccupation will be to develop and skill grassroots community people in three broad categories: These are:
The Thinking Level (Select, official, formal notables in leadership, management and proffesional highest-level positions numbering some hundreds...);
The Choice Level (Other leaders, including informal leaders, managers and professionals - reporting and aspiring to the thinking level, number being in some tens of thousands...); and
The Leadership Level (Which includes the choice and thinking levels and is made up of all organizations, all teams and all individuals - incessantly being, thinking, acting, making choices too, to get organized, informed and sharing so as to develop solutions for detected problems).
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