How you almost score a goal against your boss, but it’s offside.

My name is Raquel. I know my name won't matter to you, but I’m excited to sign off with it. I never get the chance to do that in my day-to-day work, so I’m showing off a bit here—just in case there’s a headhunter reading!   

My agency is cool. And my bosses are too. Well, not always, but almost… We do cool stuff. They’re not just cool for the sake of it, but because they’re well-made.In this regard (here, at least), my bosses do contribute something…  

I do not know if their expertise is known within the industry. I believe it is, judging by what I consider to be the primary driver of virality: word-of-mouth—in any of its forms, whether digital or the traditional kind. They shouldn't be doing it wrong.We have received numerous accolades from clients, as well as recommendations regarding our work… And this is cool too! 

At MIG, we work to create things that make an impact, without losing perspective. It isn’t art for art’s sake—or for the love of art... It means surrounding with art that which pursues a goal. Ultimately, we don't do cool things just for the sake of it, but with a purpose—a goal. beyond standing out for its creative or disruptive nature (which we do too!) 

That's what often happens in transformation processes within some companies. The objective they set for themselves, poner en marcha algo deslumbrante, pero que, si no se ejecuta bien, arrojará más sombras que luces. 

I know that because I learned it from my bosses. And it turns out that, recently, from my daily work for one of our clients, an opportunity arose to sharing that point of view from MIG in an article in one of the country's leading business newspapers, who was preparing a report on digitalization processes in companies. And there, my bosses know a thing or two, once again... 

And what did I do? I stole time they didn't have, under the promise of showing off in that fantastic showcase that appearing in that great medium represented, and making them write like interns en una redacción.  

And what happened? The journalist... They closed the gap, and MIG didn't make it out.… But I find what they shared so interesting that I’m passing it on to you below. This definitely has to be written down! Likewise. From now on, we’re going to get a lot of ink flowing... 

Which is better? The most digitized SME? Or the best-digitized one? 

Much is said about transformation processes in companies. And Technological transformation is one of the transformations receiving the most backing., something that is no longer the exclusive domain of large corporations. 

Several studies rank Spain as one of the European countries with the highest degree of digitalization among its small and medium-sized enterprises, even surpassing markets like France, Germany, and the United Kingdom. However, The key is to understand whether being among the ‘most’ digitized is enough, since what matters is the level of development achieved in that digitalization.The fact is that in Spain—unlike other comparable markets—the bulk of the business landscape consists of SMEs, and digitalization is a decisive factor in boosting competitiveness.    

However, in many cases, in these types of companies, This digital transformation process is not being carried out correctly.In these cases, there is almost always a confluence of factors explaining the ‘failure’ of that transformation, such as failing to define a strategy and relying entirely on improvisation; not placing the customer at the center to give the transformation a purpose that creates value in the customer experience; or failing to measure the impact of the actions being taken. Other factors often include a lack of necessary skills, an over-reliance on trial-and-error methods, short-term anxiety, and the mistake of equating digital transformation merely with setting up social media profiles and having a website. 

Any tips on how to avoid failure? Relying on experts to define a solid medium- and long-term strategy. Getting to know your customers well to focus the entire strategy on them. Change the organizational culture geared towards innovationAcquire training in digital skills for the greatest number of the organization's members. And, of course, put the people who make up the company at the center of focus of that digital transformation process.  

How important are people to the success or failure of the digital transformation of SMEs? 

AllThey are the epicenter and the bridge for transitioning the company from the present to the future.Inadequate management of an organization's people can lead to numerous problems and deviations from established expectations. Careful planning of actions that impact the team is critical; essential elements include communication plans, training programs, pilot tests for major changes, workshops with multidisciplinary teams, and rigorous follow-up. 

Resistance to change is natural in people, but so are curiosity and the drive for development. Therefore, it is important to listen, be sensitive to key fears, identify the individuals who most influence the teams, and encourage them to champion the change. Effective change is that which is led by teams rather than their managers., due to an internalization of the need for and advantages of it. 

When we started working with new clients (mostly medium-sized businesses) we found that They want us to help them implement new processes, but they lack the tools to support the benefits. ...of these improvements. They continue to rely on physical documentation and information management using Excel or very limited databases. That is when they realize the need to take a bolder step by investing in management tools suited to their capabilities and needs, thereby enabling more professional management and a better experience for both employees and managers. Then... The project shifts towards organizational transformation and broadens its focus. of action.  

We begin by thoroughly understanding management's expectations, the main barriers related to existing processes, and the available resources. From there, it's necessary to compare this information with input from various experts and organizational analyses, and, once validated, develop a detailed and comprehensive action plan to raise awareness among teams and provide them with close support. This minimizes the fear of the unknown and focuses on the advantages brought about by the change in day-to-day operations. Creating spaces for testing and trialing with employees, as well as developing pilot programs with specific teams, also makes it possible to identify potential issues, adapt the established strategy, and implement changes gradually. Recognition systems—based on both attitudes and objective results achieved—will reinforce the sense of shared progress and foster the desired culture during this new phase. 

With this perspective from MIG Wellhuman We decided to focus on identifying software capable of managing the entire employee lifecycle digitally, such as PersonioIt allows you to keep all documents for each employee (contracts, payslips, certificates, etc.) in one place—alongside digital signature workflows—while simplifying the tracking and management of working hours and absences, handling recruitment and onboarding, defining performance evaluation processes, and more; plus, it integrates with a vast array of other specialized software solutions. All of this... enables HR management to be carried out from anywhere and at any time.impacting response and control times and quality of information and management.