EDITOR ’ S QUESTION
CHRIS WESTON , CDIO , JUMAR
Digital Transformation . It ’ s a phrase that has worn a deep groove in the business landscape since it was first coined 10-or-so years ago . So much so , that it has come to apply to a wide variety of activities involving business technology change . For the purposes of this , let ’ s define it as a business change programme that is driven by significant changes in technology , competitive pressures , customer expectations and evolving business models . These programmes often tackle fundamental business processes , which have been constrained by existing technology and require serious reworking .
In most cases , while we can be diverted by the allure – and cost – of the technology , the human element of change is the most complex and presents the highest risk to a successful outcome . Those people in a business with the most experience of the market and the customer base are also proficient in existing processes . Even if they see the need for change , the act of keeping the business going while building out new processes , testing and validating them , then migrating to future operating models can be a stressful and exhausting experience .
To give ourselves the greatest chance of success , we must take a human-centric approach , involving as many of our people as possible in the change process . Listening to the stories and experiences of previous change efforts , building consensus around priorities and risks and taking time to understand the concerns of the team are crucial . These are very rarely unfounded , and although we might take the decision to mitigate or accept such risks , this should be a transparent process . We can do this through discussion , surveys or other feedback mechanisms , but the important thing is that it is done and that the feedback is responded to in a clear manner .
This applies to top management just as much as it does to others in the organisation . Research published by KPMG in 2023 suggests that a fundamental reason for Digital Transformation failure is a basic lack of workplace trust and agility . Top management are often assumed to understand and buy in to the objectives of the programme but left unspoken this can be a dangerous void .
Leadership has a tremendously important part to play in this process . Promoting a culture that values empathy , user experience and innovation encourages
Listening to the stories and experiences of previous change efforts , building consensus around priorities and risks and taking time to understand the concerns of the team are crucial .
people to stay aligned with a change programme rather than becoming disconnected or passive . No amount of pushing from a project team or consultant will move a business of hundreds or thousands of people if the road isn ’ t clear and understood .
Digital Transformation is more human than tech , treat it that way and your chances of success increase significantly .
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