"Standdown and human problems", why is digital transformation of Japanese companies delayed?

As revealed at the press conference of a major retail company, it seems that many companies are starting to work on their own while the lack of understanding of digital by the management team of some Japanese companies is exposed. However, according to Gartner's research, Japanese companies are beginning to differ from the rest in terms of expanding and refining their digitization efforts. So how can we get around this situation? Gatsuner Vice President, analyst, Tsuneo Fujiwara commented.

The delay in digital transformation in Japan is caused by a gap in task recognition
　The troubles of many CIOs in Japanese companies are, in the end, the problem of people. How to acquire the right people and how to use them in promoting digital change. 

　According to a Gartner survey of global CIOs, about three-quarters of Japanese companies have already "embedded" on digital transformation efforts. In addition, companies that have advanced to the stage of "expansion" and "result harvesting / refining" that have achieved digital transformation have increased from 14% in 2018 to 22% in 2019. 

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　Mr. Fujiwara, "This situation may be considered as" a great thing. "However, looking at the percentage of companies on the stage of" expansion "and" sophistication "in the global, from 17% in 2018 stage It has jumped to 33% in 2019, and unfortunately the difference between the world and Japan has increased from 3% to 11%, ”said the Japanese company's struggle for the first time. 

　What is the cause of this difference? Mr. Fujiwara cites "resource barriers" as the most important thing. Compared with 38% of global leaders who consider that “insufficient number of IT / business resources” is the barrier to digital change, Japanese companies that consider it a barrier The proportion goes up to 67%. On the other hand, only 13% of Japanese companies consider it as a problem, while 13% of advanced companies think that they can not procure from vendors / contractors. 

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Organizational culture is a major barrier in Japan

　Mr. Fujiwara points out, "If you look at this, it's not really a shortage of human resources, but it's probably a problem that you can not use the people in the market well." In other words, the "resource barrier" is to make the best use of the vendor company, and to overcome the problem by nurturing human resources within the company and incorporating the necessary human resources from outside to manage resources well. . 

How do you find digital talent
　Digital transformation is fundamentally different from traditional IT projects. Users have to assume not only human beings but also consumers, and in terms of human resources, it is necessary to involve not only the IT department but also people in various fields besides the business department. 

　If you need to acquire these skills, you will have to find and develop skills that are not yet or have been in the company. 

"When doing digital transformation, it is not necessary to do it in the digital department and IT department alone. It is not necessary to do it in the business department alone. Rather, it will fail if you proceed in the single department. And you do not have to do it alone. It is the key 

　if you procure from outside the company, if you go from outside the company, people who are in a digital native company will be squeezed, or events related to innovation, hackathons for startup companies, incubation events etc. It is effective to capture skills through networking at. 

　When asking for in-house, it is necessary to "excavate" skills that are not realized. 

"Let's gather creative people and innovative people in the department side. It is often thought that" these people are not in Uchi ", but there is always one. evaluation does not mean that people with high. either that there is no coordination and say, or people who are complaining what, in fact, there is no less likely to have an idea "(Fujiwara) 

　a person who has thus unearthed By participating in design thinking, lean start-up and agile workshops and having them experience it, it is vital that they become familiar with the process of digital transformation and that they make it easier to demonstrate their abilities. 

"The conventional hiring is also effective. For new graduate hiring, those who majored in information technology and computer science, not only mid-career who are merely IT practitioners but also those who have technical qualifications and are updating Targeting in particular, many recent new graduate students are able to work remotely, be able to do side work, and are attracted to a new learning work environment and organizational culture. (Fujiwara) 

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