In today's rapidly evolving agricultural landscape, digital transformation isn't just a catchphrase, it's necessary for survival and growth. However, the path to successful technological integration isn't simply about implementing new systems. It requires a carefully crafted approach that incorporates leadership, culture and training.
With our entire culture moving deeper into the digital age, software integration expert Scott Frappier, chief software architect for Stoneridge Software, shared his insights on how businesses can navigate this critical transition in the Feed & Grain webinar Future-proof your grain business with modern tech strategies.
By following key principles and Frappier’s guidance on leading the complexity of digital transformation, agricultural organizations can position themselves for future success while attracting and retaining the talent they need to thrive.
Foundation for digital success
Frappier said at the heart of every successful digital transformation are three essential components, or pillars. First and foremost is leadership buy-in. Without this, even the most promising initiatives can fail. Second is fostering a culture open to change and innovation, where new ideas are welcomed rather than dismissed. The third crucial element is comprehensive employee training, ensuring staff can effectively utilize new technologies while managing stress and meeting organizational goals.
"Leadership buy-in is paramount," Frappier said. "If you are a leader who doesn't believe technology can make you more productive or efficient, you're going to run into issues engaging your employees in your digital transformation."
This engagement extends beyond mere approval — it requires active participation in creating an environment where employees feel safe sharing ideas and contributing to the transformation process.
“We want key individuals to provide their sense of directionality,” he added. “We want to understand what works better and what doesn't work. We look at leadership for that buy-in to provide the support and authority needed to instill change, but we ask for those technology end users to be involved in the change and provide their input.”
Avoiding common pitfalls
One of the biggest mistakes Frappier said organizations make is leading with technology rather than business needs. He’s witnessed numerous implementations fail when leadership didn't provide proper buy-in and IT managers were tasked with pushing initiatives forward alone.
“Because the IT manager is focusing on the technology perspective, it doesn't succeed,” Frappier said. “You have failed implementations. You have business processes that feel clunky. You've got computer systems that no one wants to use." Frappier said.
The solution is focusing first on the business process needs that require improvement. When businesses move from paper systems to digital spaces, employee understanding of the "why" behind these changes becomes crucial. Without this understanding, new systems can actually decrease efficiency and create more problems than they solve.
The art of implementation
When it comes to implementing new systems, Frappier strongly advocates for a phased approach.
"Think of it as the central nervous system of a business," he said. "You're handling accounting, receivables, payables and contracts. If you automate everything at once, you risk change overload."
The process typically begins with creating a roadmap that clearly defines which systems are in scope and which aren't. This careful planning helps organizations manage risk while ensuring that changes align with business needs and timelines. While some situations may require faster deployment — what Frappier calls a "big bang" approach — most organizations benefit from a more measured pace that allows people to adapt and embrace new systems.
Finding the right opportunities
When considering automation, organizations should look first at processes where data impacts multiple users or departments. Traditional paper-based systems, while familiar, often fall short when information needs to be shared across an organization or used for comprehensive reporting.
When considering automation, focus on processes that: Involve data affecting multiple users or departments Require reporting and visibility across the organization Currently rely heavily on individual knowledge Impact operational efficiency and order fulfillment Frappier pointed to warehouse management as an example. "One employee might know where everything is, but what happens if they leave?” Frappier said. “A warehouse management application that guides product picking ensures continuity and maintains efficiency."
This kind of system not only preserves institutional knowledge but also makes it easier to train new employees and maintain continuous, consistent operations.
Next generation of agriculture
Perhaps the most critical aspect agricultural businesses must recognize is that modernization is essential for attracting and retaining top talent. Today's workforce expects sophisticated digital tools as standard equipment.
"Case in point: My seven-year-old can type up a document using an iPad without problem," Frappier said. “But he may not write very well. On the other side, there are people who like to write, but they don't like to use computers, so we have a digital divide.”
This generational division presents both challenges and opportunities for agribusinesses. While some experienced workers may prefer traditional methods, younger employees often expect modern, automated systems that free them to focus on more strategic challenges.
Organizations that fail to provide these tools risk losing potential talent to more technologically advanced competitors.
Success in digital transformation requires striking the right balance with people, processes and technology. Organizations must create an environment where leadership actively champions change, employees feel valued for their input, and innovation becomes part of the cultural fabric. This holistic approach ensures that technological improvements serve business needs rather than driving them.
The key is not the technology itself, but rather how organizations implement and integrate it into their existing operations while emphasizing the human elements that make transformation possible.
