Call for Participation: Contribute to Academic Research
The Quebec Quality Movement is pleased to share a call for participation from its partner, Interface&co, as part of a Canada-wide research project conducted in collaboration with [...]
Digital transformation has become an essential driver for increasing productivity and strengthening the competitiveness of organizations. Yet, despite the appeal of emerging technologies—artificial intelligence, automation, collaborative tools, and data platforms—one principle is still too often overlooked : technology does not drive performance unless processes are first clarified, standardized, and mastered.
What I’ve observed in several organizations is that enthusiasm for digital solutions leads to rapid rollouts, which are sometimes out of touch with operational reality. People try to “ digitize ” ways of doing things that are themselves sources of inefficiency : unnecessary variations, gray areas, unclear responsibilities, a lack of metrics, and reliance on individuals rather than methods. In this context, technology risks amplifying the problems rather than solving them.
I therefore recommend standardizing processes before implementing new tools to avoid this pitfall. Standardization does not mean rigidity. ; rather, it creates a common foundation—an optimal, shared way of carrying out key activities. It facilitates training, reduces errors, improves quality, and provides a solid foundation for automating what needs to be automated. Technology implemented on top of a clear process becomes a value multiplier : it speeds things up, simplifies them, and makes them more reliable.
Conversely, technology implemented in a poorly defined process becomes a catalyst for chaos. Teams are then forced to work around the tool, create workarounds, or make numerous adjustments. The expected productivity gains turn into overload, frustration, and additional costs. The return on investment (for both businesses and governments) fails to materialize.
My vision for a more effective digital transformation is therefore one that is based on a structured approach : understanding actual needs, understanding processes, eliminating inefficiencies (waste), defining standards, and only then selecting and deploying technologies. This approach not only promotes better adoption but also fosters a culture of continuous improvement where teams actively participate in modernizing their work environment.
In short, technology is not an end in itself : it is a catalyst. And like any catalyst, it yields the best results when the path forward is clear. The questions worth discussing, therefore, are the following :
- Are your processes robust enough for technology to become a true driver of productivity, rather than simply a reflection of your current inefficiencies?
- Are you building excellence with intelligence (IH+IA)?