“Why doesn’t on-site DX take root?” This is a question that troubles many business owners and IT department managers. According to recent news, Truck News reported on a webinar titled “Head Office and Branch Communication / Why Doesn’t On-Site DX Take Root? Digitalization Measures to Make It Stick, Held Online on July 2.”
Meanwhile, DiCircle held a case study presentation by JA Kagawa Prefecture along with a no-code hands-on workshop. Infomart is promoting the digitalization of accounting operations through a partnership agreement with Tomakomai City.
What these news items have in common is the gap between “the field” and “digitalization.” Why is on-site DX so difficult to embed? This article unravels the structure from a management perspective and explores clues for a solution.
Three Structural Reasons Why On-Site DX Fails
The reason on-site DX fails is not simply because “the field can’t use IT.” It’s because management failed to define IT, leading to the following three structural problems.
1. Goals Are Left to the Field
Many on-site DX projects start with a vague goal like “introduce IT to improve operational efficiency.” However, it’s not uncommon for management to dump the project on the field without defining “why we need to streamline that task” or “what we’ll use the time saved for.”
For example, JA Kagawa Prefecture introduced a no-code tool, but the reason it succeeded was because there was a clear business objective: “improving service for members.” Simply “replacing paper with digital” won’t sustain field motivation.
2. Disconnect Between Field IT and Management IT
The tools used in on-site DX are often classified as “field IT.” These are IT systems designed to improve operational efficiency on the ground, where speed is prioritized. However, in most cases, this field IT is not integrated with “management IT,” which is used for executive decision-making.
Infomart’s partnership with Tomakomai City aims to create a system where on-site data directly links to management decisions through the digitalization of accounting operations. Without this perspective of integrating field IT and management IT, on-site DX only ends up creating a pile of “unused tools.”
3. Design That Assumes Reliance on Specific Individuals
Many on-site DX initiatives are led by specific “IT-savvy individuals.” But when that person is transferred or leaves, the tools fall into disuse. This is a result of management thinking “IT should be left to the experts” and allowing system design to be dependent on specific people.
DiCircle’s no-code workshop is one answer to this problem. With no-code, field staff can create and modify apps themselves. However, if management doesn’t define “why that app is necessary,” it will still end up as a person-dependent effort.
Three Management Decisions to Embed On-Site DX
So, what should management do to make on-site DX stick? The following three decisions are crucial.
1. Connect the Purpose of Field IT to Business Strategy
The goal of on-site DX should not be “operational efficiency” but “realizing business strategy.” For example, when digitalizing a sales office, the goal shouldn’t be “reducing sales reps’ working hours” but “using the saved time to increase new customer acquisition.”
Management should set KPIs for on-site DX not as “tool usage rates” but as “business outcomes (e.g., increased sales, improved customer satisfaction).” This helps the field understand “why we use this tool” and encourages them to find creative ways to use it.
2. Design Integration Between Field IT and Management IT
Is the data generated on the ground integrated in a way that supports management decision-making? This is the key to embedding on-site DX.
For instance, in the trucking industry’s on-site DX, a system is needed where delivery completion data entered by drivers on a tablet is instantly linked to the head office’s sales management system. This helps field staff see their work as “data entry for management,” boosting their motivation.
3. Position No-Code/Low-Code as a “Management Tool”
No-code tools are highly effective because they allow field staff to create their own apps. However, they should not be left as “tools for the field only.”
Management should position no-code tools as “tools to accelerate management decision-making” and create a system to roll out apps built on the ground across the entire company. The JA Kagawa Prefecture case is a great example of using no-code not just as a field tool, but as a foundation for driving DX across the entire cooperative.
Summary: On-Site DX Is Not a “Field” Problem
The reason on-site DX doesn’t take root is not because there’s a problem in the field. It’s the result of management failing to define IT and dumping the responsibility on the field.
To succeed with on-site DX, management needs to make the following three decisions:
- Connect the purpose of field IT to business strategy
- Design integration between field IT and management IT
- Position no-code tools as management tools
IT is not a “technical area to be left to experts.” It is a management resource that management must directly define and design. The success or failure of on-site DX is determined not by the field’s IT literacy, but by how management approaches IT.
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