Digital entrepreneurship in traditional organizations

Responsible: Thais Bandeira Cardoso

When we talk about entrepreneurship we are referring to the business models that are built to launch an idea on the market, in the sense of generating a value offer, a basic premise for entrepreneurs who want to see their business thrive.

Models of traditional companies require, for the most part, the dedication of a professional 100% of the time for it to happen. Its execution and performance are linear. Therefore, to increase production, for example, it would be necessary to multiply the number of executors. These companies have a structure already consolidated since its creation, where operations are focused on solving the usual day-to-day processes. In general, little or no time is devoted to reflection and improvement of existing processes and proposals.

Digital entrepreneurship adopts digital business models, a large part of its processes are automated, and its main focus is on delivering value to its client. With professionals trained to offer a better service, managers seek to develop processes that aim to increasingly improve their processes and services, where they really seek to solve a problem and achieve success.

UNDERSTANDING THE DIFFERENCES OF THE TRADITIONAL X DIGITAL MODEL

PROCESSES - in traditional companies the focus is on solving the usual problems, focusing on the daily management of the business, whereas in companies with digital models, most processes are automated and focused on delivering value to the customer.

COMMUNICATION - in traditional companies a lot of paper and digital basics, e-mail and social networks are used, whereas in digital models, communication is multichannel, whichever is more convenient for the client.

TECHNOLOGY - in traditional companies use little technology in the processes, or almost none, in the digital model automated processes.

CUSTOMER EXPERIENCE - in traditional companies, experience is secondary, as digital models are born with the aim of offering the best experience.

ORGANIZATIONAL CULTURE - the existing culture in traditional companies is from organizations that are already fully established, many passed from generation to generation, always with the same culture passed year after year, being very difficult to innovate, that is why it is so important to evaluate the market changes that arise at all times and open space to listen to the team, which is often close to the customer's wishes and can contribute to the creation of services that generate value for the customer. The businesses that are born in the digital model are already totally open to changes and transform their spaces that offer a great offer of value to the market, for their users and collaborators.

SERVICE - in traditional companies, management focuses on the operation to generate the service, whereas in digital models there is a culture of offering a solution to the market's pain, specializing in solving this problem.

STRATEGY - traditional companies do not have a broad view of the market, imitate their competitors, but in digital cultures they do not just launch the product / service, but seek to better understand the market in which they are inserted and their customers, observing the goals achieved.

INNOVATION - traditional companies were generally built without a clear purpose, hindering innovation because it does not have a direction, as the digital enterprise is born with an idea that promises to be a market solution.

CONCLUSION: Given this scenario, the digital world grows on a large scale. Increasingly immersed in a digital context, ventures need to be aligned with what the market asks for, observing what the customer values ​​as delivering value. The digital market changes a lot, and fast. Therefore, it is necessary to pay attention to changes and adapt to them in order to continue to stand out and generate value for your audience. What will you be able to use in a useful way that you have learned until today and that can be used in another way in the future?