- User Experience
- Business Processes
- Business Systems
Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
Don’t manage – lead change before you have to. -Jack Welch
Here are some of the things that I have seen implemented in order to solidify change that has been initiated or created due to Digital Transformation initiatives:
- Start a Digital enablement program
- Promote and adopt ROI mindset
- Align Digital KPI’s to Performance KPI’s in long-term
- Whatever else that you think can work based on the culture of your organization
At this stage, all successful digital programs already have huge momentum. Frequent small wins and the guiding coalition is working in the favor of digital transformation to move to next big and bold things that are right for the organization. At this stage the digital transformation program is already generating some clear ROI hence you can feel confident about bringing necessary changes to accelerate the program.
This is the best time to change systems, structures, and policies that don’t align with the vision that you have for the organization. If you can find efficiencies in your organization this is the best time to make those moves and restructure your team. Also hire, promote and develop employees who can implement your vision. This is also a right time to reinvigorate the process with new projects and teams.
Some of my personal favorites at this stage are:
- Get your long-term plan for build and maintain phase pitched and approved.
- Setup bigger change mediums like digital Center of Excellence for internal consulting and engaging more internal customers so that ROI of the digital transformation program can be further enhanced
- Pitch next big digital projects. This will also help to ensure that digital continues to be a priority for C-level
- As ROI become more and more critical and the center point of your operating model, engage with business functions and help them understand how the services of your digital teams can be leveraged by their teams to generate more business, customer satisfaction etc. Help them plan for the next fiscal year using all this information.
I recently understood the importance of reframing the problem before looking into solutions. It helps in creating simple, effective and economical solution in far shorter time.
Here are Seven practices for effective reframing of problem in few minutes that I learnt from HBR article:
- Establish legitimacy: It’s difficult to use reframing if you are the only person in the room who understands the matter. Share this article with your team https://hbr.org/2017/01/are-you-solving-the-right-problems
- Bring outsiders into the discussion: Someone who works with your team but not part of it. They will think differently and challenge the group’s thinking.
- People’s definition in writing: This helps in ensuring everyone have the same view and understanding of the problem.
- Ask what’s missing: This ensures the description of problem is accurate and complete.
- Consider multiple categories: Invite people to identify specifically what category of problem they think the group is facing.
- Analyze positive exceptions: Look to instances when the problem did not Occur, asking, what was different about that situation?
- Question the objective: Reframe by paying explicit attention to the objectives of the parties involved first clarifying and then challenging them.
The purpose of this stage is to overcome barriers to Digital Transformation. It is crucial to remove barriers to change, change systems or structures that pose threats to digital transformation. These barriers could be structure, skills, systems and supervisors. Three main best practices for removing barriers to change are:
Educate & Engage
When major changes are initiated we need to think about new behavior, skills and attitudes that are required in the new world. A good training with right kind of experience enables digital transformation in a big way. Always remember that encouraged and empowered employees make an enterprise win!
Inform & Negotiate
Every transformation will have it’s fair share of problem stakeholders. A huge category of such problem stakeholders can be influenced directly and indirectly. These stakeholders are not just against the change but also have huge organizational influence. There is no way that your change will be successful without including them in the process. Understanding the real needs/fears of such stakeholders is very critical as you try to negotiate with them to be the supporters of your change.
Every time after a successful negotiations I feel like this
Some of the problem stakeholders are completely against the change but don’t have huge influence on the organization. The best strategy for such stakeholders is to give them very high level information and keep them out of your routine. You may like to negotiate with such stakeholders but that may not be the best use of your time!