Bridging Realms

Digital transformation arises from the human need to expand its functional scope. While we, as individuals, have limitations and areas for improvement, societal change cannot occur rapidly while we are aware of these limitations. That is why we have chosen to overcome these barriers.

For instance, since I began to be a part of the construction sector, I have been fascinated by the memorization ability of Site Managers, who repetitively remember unnoticed details. Could it be said that this extends human capacity?

But let's go further. Let's imagine a digital product that functions as an extension of the brain, storing all the information about execution and planning. A website or an application that gathers this data and, through repetition, teaches flows and organization. Wouldn't this allow the Site Manager to provide even more value? To anticipate and solve problems more efficiently?

Another example that intrigues me is the work of architects and their designs. They dedicate time and effort to create unique apartments tailored to the needs of both the seller and the buyer. However, wouldn't it be more convenient to buy directly? Let's imagine a digital product that offers a variety of apartment typologies, which the architect can combine according to their taste to form a building. Would this facilitate the relationship with the customer? The architect could create multiple layouts at the same cost and focus on the final arrangement with more care and detail.

The fusion of these two worlds doesn't have an exact recipe; rather, it requires care and understanding. That's why it's crucial to:

Establish a strong "Product" organization where people understand the responsibilities and functions of the business and engage empathetically. Through assertiveness, propose digital solutions that expand or simplify capacities like memory and manual dexterity. Effectively communicate these ideas to software engineers to find optimal solutions that amaze the end user.

Foster a "digital culture" that doesn't fear loss (nobody will lose their job) but seeks to gain, learn, and improve through functionalities that don't necessarily involve organs or limbs. This will allow the energy to focus on people and anticipating needs. It's not so much about asking "why?" something happens but "what for?" it happens, and embracing change. Let's remember that we didn't replace horses with automobiles, yet they persist in certain contexts, each with their power and speed.

"The Flow," people are wonderfully unpredictable. When we let things flow, surprises can be delightful. Here lies the importance of the human team, not only in the department but throughout the company. Sometimes, we focus too much on business, performance, and profits and forget the human aspect. And what about the people? I believe I haven't seen an organization without personnel achieving benefits. Understanding the members of an organization on a personal and professional level is not an easy task, but it's essential. Just as a doctor saves lives individually, each case is unique; the same applies to an organization. Thinking big can be intimidating, but the network of individuals or a team is what achieves success, scaling towards a global vision. Could this be digitized? Yes, to some extent, but as I have highlighted throughout this article, the unpredictability and complexity inherent in people make the human factor key, and the team even more so.

This is a humble vision; we will never have the key to success, only a strategy that, with motivation and persistence, encourages things to happen, with the hope that it results in a positive impact.