South African businesses are not short on digital ambition. Most already have access to tools like document automation, visitor management and smart lockers.
Marcell Otto, product manager: digital services at Ricoh South Africa
But having the tools is not the same as using them effectively. Many organisations are still not getting the full value from the systems they already have in place.
The problem is not a lack of interest. It is a gap between awareness and execution. Businesses know they need to go digital, but they often do not know where to start. And when they do try, the scale of change can feel overwhelming.
Start with what you already have
You do not need a complete overhaul to make progress. In fact, small, well-integrated changes often deliver better results. I have seen how automating accounts payable or installing a digital visitor management system can cut admin time, reduce errors and improve compliance. These changes are easy to make and bring real value quickly.
Accounts payable automation has been one of our strongest success stories. Most of our DocuWare sales are driven by finance teams who want faster approvals, better visibility, fewer errors and fewer manual tasks. The value is immediate and measurable.
Other tools, like advanced electronic signatures, smart lockers and document workflow systems, are already available in many environments but are often underused. Sometimes this is due to sales teams defaulting to hardware, or a lack of internal understanding of how these tools can support real business problems.
Ask the right questions
The most effective approach is consultative. Instead of starting with a long list of features, we begin by asking: What are the business’s real pain points? Where are the delays or risks? What compliance or security requirements need to be addressed? What processes are draining time and resources without adding real value?
This kind of needs-based engagement helps identify areas where the business will see the most immediate benefit. With something like accounts payable automation, for example, the return on investment is well established, which makes it easier to gain buy-in from financial decision-makers.
Once we understand the business, we can recommend solutions that match their needs and budget. We look for quick wins that deliver results and create momentum for future steps. This is especially useful for businesses with limited time or resources.
Break down the silos
Digital tools are not just for IT. Some of the biggest wins come when IT works with operations, HR, finance and leadership to identify shared challenges and goals. For example, print management and document workflow systems may sit in the IT space, but they solve business-wide problems.
One of the barriers we see is that digital tools are not being taken to market effectively. Some sales teams still default to selling hardware because it is familiar and easier to explain. We are repositioning itself as a workplace integrator, which means offering end-to-end solutions, from scanning and digitisation to cloud-based content management and automation.
Security and sustainability are rising priorities
Another clear shift is in priorities. Five years ago, clients mostly talked about convenience and efficiency. Today, workflow, security, compliance and sustainability are the top concerns.
Listed companies and global businesses are under pressure to report on environmental and governance performance. That is driving demand for tools that reduce waste, increase transparency and protect data. Print management solutions that track usage and prevent unnecessary printing are a good example. So are systems that manage digital records and ensure secure access.
Cybersecurity is now part of almost every conversation. Many businesses have already experienced breaches or data losses, and they are looking for ways to protect both digital and physical content. Stock losses and internal fraud are also increasingly common challenges, particularly for companies managing large inventories or sensitive data.
A new generation of leadership
We are also seeing a generational shift in leadership. Younger leaders tend to be more open to digital change. They are often more comfortable with technology and more willing to challenge old ways of working. They are not interested in sticking with outdated processes just because that is how it has always been done.
This change is helping to accelerate adoption. New leaders are asking better questions and expecting better answers. They want to see results, not just hear about features. They are also more likely to see digital transformation as part of core business strategy rather than something IT needs to figure out alone.
Practical steps to get started
For businesses that want to go digital but are not sure where to begin, my advice is simple. Speak to someone who specialises in this space. Do not try to piece it together from internet searches or generic sales pitches.
Start with a clear goal, then work with a consultant or provider who can guide you based on real experience. Make sure your digital plans align with your broader business strategy, and be clear about what you want to achieve.
Digital transformation does not need to break the bank. It just needs to be manageable and aligned with your strategy.