Process digitization: have we reached this stage yet?

In recent years, discussions about digital transformation have taken center stage in virtually every sector, from small family businesses to large multinational corporations. There's talk of automation, artificial intelligence, the adoption of cloud platforms, and disruptive business models that prioritize the use of data.

However, when we look more closely, we realize that many of these initiatives, while important, end up being implemented in a siloed manner, with each department attempting to address its own needs in isolation. This raises a fundamental question: can we consider ourselves to have reached the era in which all corporate processes are effectively digitized?

To better understand the current scenario, it's important to differentiate digital transformation itself from the digitization of end-to-end processes. The former involves the adoption of technologies that, in a sense, modernize the organization and bring significant improvements, such as marketing automation or the use of data analysis tools. The latter, in turn, requires a systemic vision capable of uniting workflows across different sectors and creating a cohesive, 100% digital process chain.

The big issue here is that digital transformation itself is often seen as a broad umbrella, but if there's no effort to integrate these solutions, the result can be nothing more than a collection of "digital silos," where each department operates with isolated tools, without any continuous communication with the rest of the company. Thus, the digitalization of processes—understood as the ability to replace manual workflows, paperwork, rework, and information gaps with secure and reliable digital routines—is still far from being a reality for many organizations.

Digital transformation in silos

Some argue that siloed digital transformation is just an initial step. In other words, it's normal for departments like sales, marketing, or IT to be the first to adopt advanced solutions, as the demand for technology in these sectors is often more urgent. However, the problem arises when these initiatives don't communicate with each other and don't follow a strategic growth roadmap. It's like having a state-of-the-art engine in a car with bald tires: the most modern part doesn't guarantee the entire vehicle will run smoothly, as critical components haven't received the proper attention.

It's very common, for example, to see companies investing heavily in CRM platforms to improve customer relationships while simultaneously maintaining manual and disconnected payment, billing, and even human resources processes. These disparities create bottlenecks that, ultimately, can undermine the effectiveness of the CRM tool because the data ends up not being synchronized with the finance or operational areas. This means the organization lacks a single view of the customer or processes, and the use of data for decision-making is hampered.

Process digitization and integration: why is it important?

Imagine a company that still handles countless paper documents, requiring each one to be manually signed by multiple authorities, then digitized and archived in different systems. Now, contrast this reality with another, in which documents are born digital and go through an automated approval process, automatically notifying those responsible at each stage, storing previous versions, and enabling legally binding electronic signatures. In this second scenario, not only is processing time drastically reduced, but security, traceability, and regulatory compliance are also improved.

The key advantage of digitizing end-to-end processes isn't just reducing operational costs—although this is a significant factor—but rather creating an integrated ecosystem that enables more agile decision-making based on reliable data. If each department uses isolated tools, it becomes much more difficult to compile information to generate insights into overall business performance. However, when processes are unified, data can be collected, processed, and analyzed in real time, paving the way for predictive analytics that help anticipate problems and identify opportunities.

Another significant advantage is risk mitigation, especially in a scenario where information security and data privacy are increasingly regulated by legislation such as the LGPD in Brazil and the GDPR in Europe. When a process is digitized, it becomes easier to implement encryption policies, automatic backups, and access control. This significantly reduces the likelihood of leaks, document loss, and fraud. Furthermore, legal compliance becomes easier to demonstrate to regulatory agencies, as all interactions are recorded and auditable.

We can't forget the impact on customer experience, both internal and external. End customers tend to value companies that offer fast and efficient interactions, without requiring them to fill out paper forms or make endless phone calls to resolve issues. On the other hand, employees also benefit from streamlined workflows, which eliminate rework and handling of physical documents. This improves internal satisfaction, productivity, and even talent retention, as professionals working with up-to-date technologies feel like they're part of an innovative organization.

Paths to effective digitalization and future prospects

One way to approach this scenario is to understand that process digitalization must be a comprehensive corporate project that involves all leadership and, ideally, has direct support from the C-suite (such as CEOs, CFOs, and CIOs).

This ensures that the migration from analog to digital is driven not just by the will of one department or another, but rather as a strategic value that permeates the entire organization. Likewise, this top-down support helps overcome potential resistance and prioritize investments more consistently, which greatly facilitates the adoption of new platforms and methodologies.

Once the digitalization process is part of the business strategy, it's time to put the plan into action. The first step toward effective digitalization is to map the entire process chain, identifying bottlenecks, redundancies, and automation opportunities. This requires consulting work or internal teams with in-depth knowledge of each stage of the business. Without this diagnosis, there's a risk of investing in tools that don't align with the organization's real needs. Next, it's crucial to prioritize the processes that generate the most value or have the greatest impact on customer satisfaction. This prioritization helps demonstrate faster results, creating a culture of trust and engagement around digitalization.

Another important aspect is choosing scalable technologies. Opting for solutions that offer integration via APIs, for example, allows companies to add new modules and features as demand grows. This avoids the problem of creating new "digital islands" that, once again, don't communicate with each other. Furthermore, it's important to carefully consider the data architecture, ensuring that standards for storing and governing information exist. Without these precautions, the company may end up with a massive volume of data that doesn't provide any intelligence to the business.

Cultural change cannot be overlooked either. Effective digitalization requires managers and employees to understand the benefits of this transformation, abandon the "we've always done it this way" mentality, and be willing to learn continuously. Investing in training programs, workshops, and internal communication is essential to break down barriers and promote adoption. Furthermore, it is recommended that there be constant monitoring of metrics that demonstrate the value of the changes, such as reduced time in certain processes, resource savings, and increased customer satisfaction. These indicators provide concrete proof that the chosen path makes sense.

Regarding future prospects, it's worth considering that process digitalization is just the foundation for even more transformative innovations. Once a company relies on fully digital workflows, it can explore artificial intelligence, robotic process automation (RPA), and predictive analytics solutions. With AI, for example, it's possible to automate complex tasks and even create systems capable of making decisions based on machine learning algorithms. RPA, in turn, can handle large volumes of repetitive tasks, freeing up employees for more strategic roles. Predictive analytics, on the other hand, allows for anticipating trends and behaviors, enabling the company to be proactive rather than reactive.

The complete digitalization of processes also paves the way for new business models. Companies that previously relied on manual processes to interact with customers and suppliers can, by digitalizing, create completely new products and services focused on digital experiences. This creates competitive advantages and can even enable entry into global markets, especially when the technological infrastructure is prepared to scale and meet demands from different regions. For example, e-commerce has exploded in recent years precisely because value chains have largely digitized, going far beyond simply creating a website for sales: it involves integrations with logistics, payment, data analysis, automated marketing, and customer support systems.

In short, the answer to the question "have we reached this stage of process digitalization yet?" is still "it depends." Some companies have already made significant strides and can boast of having a virtually fully integrated supply chain. Others are still in their infancy, trapped in fragmented routines and departmental silos. The common factor, however, is the awareness that the market won't wait for those who are late. A business's competitiveness, efficiency, and even sustainability go hand in hand with the ability to digitize processes comprehensively and seamlessly. Thus, more than a trend, digitalization is no longer a choice but an obligation for those who wish to thrive in a world increasingly marked by innovation and rapid change.