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How to build an interconnected workforce

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The efficiency of a workforce depends on a host of elements working in harmony. From sourcing to project management, collaboration, to integration, even teams with the highest calibre individuals can stagnate and fail if measures are not taken to bring people closer.

The undeniable need for improvement in this area comes backed up by an alarming statistic. Recent IDC data finds that 70 percent of siloed digital transformation initiatives will fail due to inadequate interconnectivity.

The inability of the management core to roll out and expand in a digital capacity, as much as staff unwillingness to embrace new technologies, can often hamstring unity and chronically undermine work processes.

A typical problematic scenario might concern a major organisation’s push to boost sales productivity across an extensive team in which different groups are using different tools, with staff that are reluctant or ill-equipped to adopt new protocols, behaviours and products.

Interconnectivity and what this means to employees is at the foot of this problem; staff members from different regions within the company need to be able to rely on each other to increase creativity. Simultaneously, different teams need to align through good collaboration, to spark growth and catalyse innovation.

Pathways to connectivity

One language

In today’s digitised, mobile consumer and business spaces, user experience has to come first. That means simple, seamless and intuitive design are essential. In such a dynamic, instant environment, traditional silo structures, different units and capability gradations perform with Jurassic inefficiency as they send work between one another to have various aspects optimised.

Collaboration is an equally important aspect; instead of having staff labour on their own or within groups, today’s working climate should enable a number of experts to operate in one vicinity. This doesn’t have to be in person – closeness can be easily achieved through cyber space.

Assimilating learning techniques will enable colleagues to develop along the same wavelength, adding another stratum to the rock face of connectivity. When this sharing of methodology and language extends from the management body, specialist bodies within the organisation will begin to develop a better understanding of what colleagues are saying.

Top-level synergy

Building talent diversity within a workforce can stimulate collaboration, and the same goes for executive level teams, where linkage between financial, strategic and digital decision-making needs to be galvanised.

Development of the C-suite in recent times hints that firms are not paying digital transformation the attention it demands, and efficiencies are lacking as a result. The appearance of new roles such as ‘lead innovator’ or ‘digital chief’ is not a working demonstration of the seamlessness to which the culture aspires, quite the opposite in fact. Such new execs may wear their digital hats but continue to work in silos, exacerbating division and causing confusion.

The modern workforce does not need more roles, it needs more cohesion and greater effort on all parts of teams to adopt new technologies. If the C-suite can communicate this need with urgency to the workforce, then skills and attributes will percolate through the organisation faster and more evenly. It amounts to a shift in mind-set that is not easy to make, but which will make firms far more fertile when it comes to launching new initiatives and expanding their vision of what they want to achieve.




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Tags: Business, Digital Transformation