We were invited by “Jornal Económico”, one of the most-read media in Portugal, to provide our opinion about digitalisation

Analyzing today articles published prior to the pandemic, referring to digital transformation, it is possible to verify that a large part of it focus on fundamental aspects in organizations, such as customer focus, operational efficiency and operational agility business models, in order to manage to measure the level of digital maturity, based on buzzwords such as “improvement of management methods”, “level of customer satisfaction”, and “process productivity”.

All of them are focused on improving the relationship with the client, an indicator that already assumed a preponderant factor in the dynamization of this digitalization.
Numbers, strategies and actions were presented that sought to place digitization as the path to follow for the evolution of business, such as AI, Virtual Reality, and Blockchain, all based on an increasingly connected, interconnected client. trained and demanding: the digital consumer.

Covid-19, in addition to reinforcing this path, brought yet another deeper and transformational perspective: the digitization of the processes associated with the internal customer and the core of each organization’s operations.
In general, all the tools were already available and some of them were already partially used in organizations, but the abrupt and irreversible transformation that the pandemic forced us to do has definitively reached a new level of digitization, resulting of the new form of relationship: the transformation of the modus-operandi.

This transformation is definitely here to stay since employees, customers, and partners will no longer be available to return to the old form of relationship. And everything changed so quickly …

At Cleverti our fundamental mission is to support customers in their digital evolution and transformation process, to achieve this goal, we invest in all technologies and processes that contribute to this. Decisions such as providing laptops to all employees, adopting cloud architectures, and having an online Employee Portal have long been with us.

Recently, additional measures have been adopted, such as digital coffee breaks, remote coaching sessions, and a “paper-free” policy, which have become crucial resources in our daily lives.

Thus, associating all this form of organization to the fact that we already worked for our clients on a remote model, it is becoming relatively simple to adapt to the new reality imposed.

In our case, it was just a matter of moving to an exclusive operating model, thus formalizing what we were already doing.

Source: https://leitor.jornaleconomico.pt/suplementos/quem-e-quem (23 OUT 2020)