DIGITAL MATURITY, INHERENT QUALITIES OF LEADERSHIP WITH UBIQUITOUS TRAITS: POST-LEADERSHIP

Digital maturity does not have an age that ensures its achievement, however, it refers to the fact that a person shows their adaptive readiness inherent in digital transformation.  

Digital disruption is about people not machines. In the book “The Technology Fallacy”[1] GeraldC. Kane and several authors point out that: not understanding the underlying nature of digital transformation does not make it easy to formulate the answer to the question, why is it necessary to go digital? Or from this approach, why is it necessary to mature digitally? For the authors, it corresponds to the ability to respond, although when we talk about volume, the ability is questioned. Presumably a post-leadership with great digital maturity will be more efficient than one with little.
“The world is not short of management ideas. Thousands of researchers, practitioners, and other experts produce tens of thousands of articles, books, papers, journals, and podcasts each year. But only a few promises actually promise to move the needle in practice, and even fewer dare to reach into the future of what management will be. It is the rare kind of idea, which is very practical to practice, based on evidence and for the future.”
PAUL IDICHELMAN Editor-in-Chief MIT Sloan Management Review”
We yearn for digital maturity, like young people who yearn for the maturity of the experience. The reality is that digital maturity confronts us with a current scenario where the violent changes in technology define the need. COVID-19 has accelerated the need to incorporate technology into our lives. In fact, overnight we have had to assume a resilient technological post-leadership, where many students and teachers were forced to continue classes online, as were many professionals and employees in both the public and private sectors. For Gerald C. Kane and several authors, the challenge is to achieve the technological maturity or technological adoption required to reduce the gap faced by individuals, companies and public policies in the face of technology.
In my in silico ethnographic research on technology in citizen participation, I have been able to conclude the aspects that intervene between society and technology. In this research work, motivational and behavioral models were generated that allowed computer simulations of a Liquid Cooperation Network (RLC) to imitate the reactions of a knowledge society that interact in virtual networks of citizen participation. These simulations provided unique opportunities to investigate: the relationship, influence, interaction and survival between people, politics and technology. In part, it was concluded that digital maturity is configured through three capacities: digital distributed knowledge capacity, digital infrastructure capacity and motivation capacity.
Digital capabilities of the individual: When we include the word individual and not society, we refer to the individuals who are directly or indirectly involved in digitization. The main idea does not establish a manual of behavior and much less a standardized model of society, what it is about without a doubt is the being and its inherent qualities, it is to understand their needs and establish strategies based on the development of digital capacities[ two].
“Digital disruption is driving transformation. Digital leaders must respond to the clear and present threat of digital disruption by transforming their businesses by embedding digital capabilities at the heart of their businesses, making digital a core competency, not a bolt-on.”

MARTIN GILL AND SHAR VANBOSKIRK
Capacity of the digital infrastructure: The digital infrastructure guarantees the distribution of knowledge for digital maturity. Individuals need fast, timely and reliable feedback on processes that have just taken place anywhere in the world. Establishing the necessary digital infrastructure for the Network Society facilitates the inclusion of people in the new digitization platforms of a city. Motivational capacity: The motivation of the individual is focused on satisfying basic needs for a better quality of life, digitization must pursue such finish. Motivation is revealed when the individual is empowered with greater digital maturity. It is essential to know from where we start to measure the current level of our Digital Maturity and what use we want to give to technology.
Global Digital Maturity involves: “(web content, social communities, mobile experience, or personalization) User experience and its implementation (staff, processes, products) Analytics and the ability to use data (collection, analysis, and automation data, but attribution) Campaign management (customer data, cross-channel, campaign optimization, back-end analytics) Ad management (tracking, targeting, allocation model, or customer experience) Social media (media presence, engagement rates, engagement management) customer relationships) The ability to optimize and target (culture, strategy, leadership) etc….”
OLIVIER BINISTI
According to a survey conducted by Statista[3] on the use of technology during COVID-19, it concluded that in the United States video conferencing platforms became more popular after the coronavirus outbreak with an increase of 23 percent by the end of may. On the other hand, training courses have increased by 11% for the same date and as relevant information is the 45% increase in the use of videoconferencing platforms. For the World Bank[4], COVID-19 represents a threat to the advancement of education throughout the world.
According to the World Bank, the pandemic is leaving us with two main impacts: 1- the closure of schools in almost the entire world and 2- the economic recession. On the one hand, we have the partial or complete closure of educational centers. In the first phase of the pandemic, 85% of students around the world were not attending school, approximately 1.2 billion children. And on the other hand, we have the economy, the data is not encouraging, according to the Organization for Economic Cooperation and Development (OECD)[5] the world GDP decreased by -4.2% in 2020, although in the euro zone the GDP decreased by -7.5%.
The cost that we will have to assume in the long term on human capital is very high, as well as the social gap that stands as a wall that divides not only the poor and the rich or one country or another, but also those who are digitally mature. and those who don’t, those who have access to technology and those who don’t. It is evident that this crisis has not ended, its collateral effects will emerge during the next few years[6].
“What has been made clear through this pandemic is the importance of spreading knowledge across borders, businesses and all sectors of society. If online learning technology can play a role in this regard, it is incumbent on all of us to explore its full potential.”

CATHY LI AND FARAH LALANI
The changes caused by the coronavirus could be here to stay. The little technological infrastructure and the economic limitations of many households present these challenges yet to be evaluated. When we think outside of the current Covid-19 crisis, we are greeted with unclear images of the future. According to the Zukunftsinstitut institute in Germany, there will be 4 possible scenarios after the pandemic: Scenario 1: total isolation; Scenario 2: system crash; Scenario 3: neo-communities and Scenario 4: adaptation.
These possible scenarios[7] show the features of an atypical social behavior where germophobia takes over social contact and people’s psychology, the infodemic conditions a psychological state of the unknown and uncertainty, predictive analysis keeps people safe society through data, the loss of data privacy which becomes state security, exposure to cybercrime facilitated by excessive use of technology without stronger cybersecurity measures, detouristification or safe tourism tourist places that do not comply with security measures will have less tourist value, urban agriculture replaces consumption patterns and proposes an autonomous and local circular economy, flexicurity configures the home office a work model increasingly implemented by companies, global resilience created for continuous learning from each other through currency networks.
Post-leadership in a post-pandemic scenario allows a greater openness to knowledge, generates significant adaptation changes in society and its institutions. The truth is that the pandemic will end at some point, but life will not be the same; what if! we have to mature digitally, although there is still a long way to go.