Introduction
In a world increasingly influenced by technology, terms like “digital transformation” and “digitization” are often used interchangeably. However, although they share technological roots, they represent profoundly different processes. This article seeks to demonstrate that digitally transforming an organization involves much more than incorporating digital tools: it requires a critical, contextualized, and human review of processes. Simply using technology is not enough; we must rethink the purpose, methods, and institutional culture that surrounds it.
What is digitalization?
Digitization, in the strictest sense, consists of converting analog information or processes into digital formats.
For example:
- Scanning documents
- Implementing a computerized ticketing system
- Replacing paper forms with web forms
It is an operational improvement that, while it can facilitate tasks, does not transform the underlying logic of the system to which it belongs.
It is common to see institutions boasting about their “digital transformation” after installing new management software or automating certain tasks. But if the procedure remains cumbersome, if it doesn’t improve the user experience or the system’s efficiency, we are simply facing digitalization.
As stated in the document “Introduction to Digital Transformation” by David López López, this is a technical opportunity, not a structural transformation [1].
Digital Transformation: Redesign, Not Just Computerization
Digitally transforming an organization involves reviewing:
- The business model
- The value proposition
- The organizational culture
- The relationship with the environment [2][3]
The trigger for transformation may be technology, but the focus is strategic and human: it’s not about adopting technology, but rather using it to generate value, solve structural problems, and improve people’s lives.
Therefore, digital transformation must begin with a thorough diagnosis: How do the processes work? What bottlenecks exist? How do internal and external users feel? Only after understanding this can we consider applying technological solutions. Otherwise, we run the risk of digitalizing obsolete processes.
The focus is not on technology, but on strategy and people. The Uruguay Digital Agenda 2025 states that transformation must put people at the center [4]. Technological adoption must be accompanied by guarantees of inclusion, accessibility, and sustainability [4].
Digital transformation of an institution is an exercise in strategy, empathy, and change management.
Examples of a Bad Approach
❌ The “digital form” that no one understands
❌ Lack of or late training
❌ Automation without review
Recommendations for an Effective Digital Transformation
✅ Analyze processes before digitizing them
✅ Listen to users
✅ Form interdisciplinary teams
✅ Train and support
✅ Measure impact, not just implementation
Conclusion
Digitization is a step along the way, but not the destination. True transformation requires strategic vision, human commitment, and a culture of change.
It’s not just about using technology, but about radically improving the way we create value, organize, and interact as a society.
As the Uruguay Digital Agenda rightly states:
Technology must be a means for inclusion, efficiency, and development, not an end in itself. Transformation is not about putting on makeovers, it’s about rebuilding.
Tell me
Have you participated, or are you currently participating, in a digital transformation process?
References
López López, D. Introduction to Digital Transformation.
Páez-Gabriunas, I. et al. Digital Transformation in Organizations
FUOC. Strategic IT Decisions and Projects
AGESIC. Uruguay Digital Agenda 2025
Recommendations for interested parties
Uruguay Digital, https://www.gub.uy/uruguay-digital/
Uruguay Digital Agenda 2025, https://www.gub.uy/uruguay-digital/comunicacion/publicaciones/agenda-uruguay-digital-2025-sociedad-digital-resiliente/agenda-uruguay
AGESIC, https://www.gub.uy/agencia-gobierno-electronico-sociedad-informacion-conocimiento/