We live in an era where digital transformation is no longer a novelty but an essential element in business. The truth is that digital transformation is no longer a rising trend, but rather a pillar of competitiveness and business sustainability.
Smart tools, integrated systems, and automated processes have been revolutionizing the way companies operate, boosting efficiency and financial results. However, behind the technologies lies a decisive factor: the human side—employees, communities, and specialists who give meaning and direction to these changes.
Numbers that Show a Growing Market
According to data from Global Growth Insights, the global digital transformation market was valued at approximately USD 586.98 billion in 2024, with a projection of USD 663.29 billion in 2025. Expectations are that this sector will reach nearly USD 1.99 trillion by 2034, representing a compound annual growth rate (CAGR) of close to 13%.
Another survey, conducted by IMARC Group, reinforces this scenario of accelerated expansion. The study points out that the global digital transformation market reached USD 809.1 billion in 2024 and could hit the impressive mark of USD 3,571.7 billion by 2033, driven by a CAGR of around 16%.
But digital transformation is not just about market numbers. According to Zipdo’s report, about 74% of organizations worldwide recognize the need to reskill their employees in light of technological advances. In addition, 70% of professionals believe they need to acquire new skills to remain relevant in the job market.
The same report also shows that 80% of companies already face a skills gap among their employees, revealing a certain urgency to invest not only in technology but also in people.
To understand this other side—the human side—we invited specialist Oluwadamilare Adeola, Business Systems Analyst, to explore the topic and share how his professional journey goes hand in hand with this issue.
“For me, digital transformation is not just about implementing a new system or automating processes. It’s about how this affects the team’s daily life, enabling people to feel competent and recognized, with the confidence to learn and, in turn, to grow,” he began.
We can say that the balance between technology and people defines the success of organizations in this context. “Digitalization only generates consistent results when teams feel prepared, safe, and motivated. ERP systems, automation, and data analysis bring incredible gains, but it’s the human side—the way people adapt, learn, and collaborate—that ensures the sustainability of this progress,” Adeola adds.
According to Karger Publishers, corporate wellness apps and online support programs have proven effective in reducing stress, anxiety, and depression symptoms, especially when accompanied by leadership support.
Best Practices Already Implemented
As mentioned, digital transformation is not just about adopting new technologies, but also about implementing practices that ensure effectiveness and the well-being of the teams involved. In this context, Adeola’s work as Business Systems Analyst at Latitude 36 Foods stands out as an example of best practices that balance technological innovation with human value.
Adeola played an extremely important role in the implementation of Microsoft Dynamics 365 at Latitude 36 Foods’ operations. The specialist was responsible for developing training materials, creating customized Business Central scripts adapted to the company’s specific needs, and conducting training sessions for cross-functional teams, ensuring that everyone understood the functionalities and benefits of the new system.
He also oversaw the execution of user acceptance testing (UAT), ensuring that the system met the company’s expectations and requirements. Under his leadership, Latitude 36 Foods completed the full go-live at its Ohio operations center and is currently implementing the system at its Corona, California facility.
In addition to implementation, Adeola also contributes to data integration and continuous operational support. He works with the ISSCM department, providing support in data entry, reporting, and analysis for ABET reaccreditation, demonstrating his commitment to continuous improvement and operational excellence.
And practical cases in this field continue to grow. Other examples include a U.S. energy multinational that reduced costs and increased engagement by investing in digital reskilling platforms; and a global consultancy that adopted simulations and personalized learning paths, preparing thousands of employees for new digital skills with high rates of practical application.
Contributions Beyond Implementation
With a career that spans experiences in Nigeria and the United States, Adeola has led numerous implementation processes, supporting cross-functional teams in sectors such as food, education, and technology. He holds a master’s degree in Business Analytics from Wright State University and has accumulated international certifications such as PMP, CISA, Microsoft Dynamics, and SAS.
Adeola began his career as a software engineer in ERP/CRM in Nigeria and now, in the United States, leads strategic projects at units in Ohio and California.
Beyond his practical work, Adeola contributes articles and studies on artificial intelligence applied to ERP systems, integrating technology and continuous process improvement, always focusing on human development and team training.
On the subject, the specialist concludes: “Technology can modernize processes and open new markets, but it’s the ability to support people, reduce inequalities, and expand opportunities that truly defines the relevance of digitalization. In the end, systems can be replaced, but human value is irreplaceable.”
Author: Paulo Taroco