Digital transformation and diverse forms of work

30, August

A region with an incomparable biodiversity wealth is not making the most of the potential that diversity provides ...

A region with an incomparable biodiversity wealth is not making the most of the potential that diversity provides to the business world.

By Martin Padulla for staffingamericalatina

Digital transformation is the reinvention of an organization or individual through the use of technology. It is about making decisions based on data, of overcoming the state of information excess through a relevant qualitative change. It is not about buying more and better computers, working in the cloud, or implementing a new ERP. It is about opening yourself to a mindset change.

This transformation implies re-thinking organizations and our contributions in them, provides the chance of conceiving ourselves wider and connected, promoting an innovation culture, building teams that have a purpose and encouraging teamwork, collaboration, having faster answers to changing environments, improving our customers’ experiences and the relationship they have with our brand.

It is a slow paced process, but it must be systematic and methodic; everyone has to do it according to their own possibilities, capacities and needs, but always remembering that this change of time is characterized by the exponential speed of transformations.

There is a paradigmatic typology in the analysis of this transformation in organizations and people. The caterpillar mode continues with an old business model or mindset. Those who show a lack of hurry for transformation. In many cases, they just discarded it, say it does not suit them, cannot visualize the change of time and only see changes that they find strange to them. The chrysalis mode represents those who have already started a transformation process. They look for diversity, innovation. The butterfly mode experiences transformations and emerges with new capacities. It goes beyond innovation, and goes after disruption, they are the first to move and create something entirely new.

It is not possible to reach a successful digital transformation process from isolation. This kind of transformation is only possible through connection, collaboration, associativity, diversity, commitment with the community, and sustainable development.

The co-creation of the future of education and work must contain digital transformation, diverse forms of knowledge acquisition, and diverse forms of contribution or value addition from people. Smart cities are only possible through a planning process that has goals defined from and with diversity.

We all must start or strengthen our transformation process. There are economists such as Ben Bernanke who said that the demographic change is even more challenging than digitalization. My impression is that the challenge we face is a combination of two factors: we have more time of a good physical and cognitive shape, and the need to adapt to vertiginous changes.

In Latin America we remain trapped in a paradigm that tells us there is a time to learn, a time to work (generally using an old concept of work), and a time for retirement. This is a paradigm that conceived a life cycle that used to last around 65 years. Advances in technology and science have generated significant impacts to this cycle, which is currently reaching 100 years.

This provide the invaluable opportunity of combining different generations that add value through diverse forms of work, learning to unlearn in order to relearn under diverse forms of knowledge acquisition. This is a very powerful key to reach a development that includes us all.

Our regulatory frameworks must go from the chrysalis mode to the butterfly mode. Most of our countries are at caterpillar mode, resembling the general state of our representatives.

A region with an incomparable biodiversity wealth is not making the most of the potential that diversity provides to the business world.

Smart societies are built by committed citizens who understand the relevance of the problem and demand representatives who are up to the circumstances. This clearly is the most significant deficit of the region.

It is up to us.


About Martin Padulla

Founder and Managing Director of staffingamericalatina. Martin Padulla is Sociologist (USAL), MBA (UCA) and labour markets expert. He published “Flexible Work in South America” and “Regulatory framework for private employment agencies in Latin America” two books about the new realities of work in Latin America. He is working on the project #FOWiberoamerica.

Follow Martín Padulla on Twitter: @MartinPadulla


About staffingamericalatina

It is the unique independent digital media specialized in Latin American´s labour markets.

Produce and spread contents, researches and developments about issues such us Employability, Youth Employment, Training for Employment, Decent Work, Private Employment Agencies, Active policies for employment, Teleworking, Public and private actions for the creation of decent work, Green Jobs and Corporate Social Responsibility.

It is the meeting point for companies, providers, candidates, service´s companies, academics and independent professionals of Latin America.

Follow staffingamericalatina on Twitter: @staffingal