Why update a system that is working well enough already?
The question is a dangerous one, as it creates a temptation toward inaction. It also echoes the aphorism, ‘If it ain’t broke, don’t fix it.’
Indeed, managers tend to seek safety in predictability, and every change carries with it some risk of failure. Of particular concern is when a process has been left for some time. At this point, the process becomes fused to a person rather than technology. This implies that changing the process means changing the person, creating resistance. Better to stay on the safe side, and just leave things as they are — right?
Unfortunately, stasis is anathema to business success. A business that is staying still is falling behind, and never more so than today.
Companies must follow the principle outlined succinctly by ice hockey legend Wayne Gretzky: "Skate to where the puck is going to be, not where it has been."
A system that only works ‘well enough’ today will be far out of its depth tomorrow, as the rest of the industry optimises for greater speed, efficiency, and customer service quality. Because digital transformation/enablement takes time, companies cannot afford to wait until they are noticeably falling behind in order to upgrade their systems and processes.
At minimum, a reasonably assertive stance on pursuing tech improvements can help a business maintain a respectable position on the technology treadmill, while only a dedicated and constant commitment to iterative improvement can keep a company at the forefront of its industry. The passive, ‘wait-and-see’, risk-averse approach to technology adoption, as many failed companies have discovered all too late, is the surest path to irrelevance.
Real-World Insights: Digital Transformation in Action
To deepen this analysis, co-author of this blog, Andrew McBean, conducted an interview in August of this year with Khun Athikom Kanchanavibhu, Executive VP of Digital and Technology Transformation at Mitr Phol Group. Khun Athikom highlighted the multifaceted nature of digital transformation, which extends beyond just implementing new tools. According to him, a successful transformation begins with a clear vision and a strong commitment from leadership. This approach aligns with Mitr Phol’s own experience, where digital initiatives are grounded in long-term strategy and continuously adapted to keep pace with technological advancements.
Khun Athikom shared that a common hurdle for many companies is a lack of digital literacy at the management level, which can lead to fragmented efforts and underwhelming outcomes. Leaders often know they need to innovate but may hesitate to invest in initiatives without clear ROI projections. To address this, Mitr Phol emphasises a structured, enterprise-wide approach to transformation, treating it as a continuous journey rather than a fixed project. This mindset allows the company to adapt its strategy as new technologies emerge, ensuring alignment between operational goals and digital initiatives.
Another key point discussed was the importance of fostering a culture that embraces change and innovation across all levels. Rather than fearing automation or AI, Mitr Phol encourages employees to view these tools as enhancements to their roles. This cultural shift has allowed the company to implement technologies like RPA and AI on a significant scale, improving efficiency and creating new value throughout the organisation. Khun Athikom noted that this engagement is crucial, as a successful digital transformation requires buy-in from every department, not just the IT team.
In a rapidly ageing workforce, this approach is especially critical. As Khun Athikom explained, Mitr Phol carefully synchronises technology adoption with workforce attrition, using automation to supplement rather than replace human roles. This balance allows the company to retain valuable talent, meet the demands of business growth, and stay competitive in an evolving landscape.
These insights underscore the necessity of strategic alignment and a proactive, adaptable approach to digital transformation — factors that all businesses should consider to avoid falling behind in today’s fast-moving digital landscape.
Adapt or Perish
To maximise their relationship with technology, companies must learn to step back and see their industry from a wider perspective. Only a holistic viewpoint, combined with real technological literacy, can give businesses the insight needed to skate to where the puck will be in the medium- and long-term. The next step is to summon both the drive and the skill required to carry out the relevant innovations, to lead the industry forward.
Both strategy and talent in this area are unfortunately in short supply. Moreover, innovation in one’s core business area is only half the story. Equally important is the need to optimise your administrative processes across the board, so that back-office requirements can be completed efficiently and accurately, without distracting key personnel from the company’s central mission. Ironically, today we have better digital tools than ever for making many iterative improvements in business. This has the advantage of lowering resistance, being more economically viable, and even allowing for some improvement projects to fail—with learning. The goal is to iteratively infuse digital into our business processes.
Grant Thornton can help with, or even directly manage your organisation’s administrative needs. Our high-tech administrative tools can radically boost your company’s internal efficiency — or if you’d like to keep these processes in-house, we can facilitate the necessary technological transformation and put your admin team on the cutting edge.
Either way, stop rationalising your own compromises, or telling yourself that your systems are ‘working well enough’. The world of business moves fast, and technology has a remarkable way of separating the industry leaders from those who are left behind.
Note
This article is part of an ongoing series entitled 6 Ways Your Business Can Fail: A Guide to Recognising and Avoiding and Avoiding Critical Threats to Your Company's Success
To read the next article in the series, click here
To read the previous article in the series, click here
To download the full series as a report, click here
