Framework 143 Digitalisation Transformation (8 steps)

Introduction

More and more resources (including money) are being pumped into digital transformation. Yet only around 20% of employees claim digitalisation has helped them become more productive and/or that their organisation has up-skilled them to make effective use of new technology (source: Gerard Taboada, 2022)

Building digital capacity is a top priority and is an important part of being able to survive and thrive in the current environment.

Yet most digital transformations fall short of their objectives.

NB
"...Embracing digital transformation is not easy, particularly in an era when technology continually reshapes the boundaries of what is possible. It is more difficult when most employees do not see the point or don't feel ready for it..."
Gerard Taboada, 2022

1. Evaluate gaps and define new horizons (initially identify the most important digital gaps in your organisation; focus on addressing these gaps; use benchmarking to test capabilities against competitors and industry)

2. Build a measurable case (after evaluating gaps, prioritise them and then select a couple of initiatives to focus on; need to be careful that there are not too many initiatives as this can generate confusion, etc; ensure that all levels of the organisation are on-side;
"...convert abstract opportunities into a few specific and measurable business cases with concrete timelines, meaningful KPIs and sufficient resources..."
Gerard Taboada, 2022)

3. Sponsor the vision (most initiatives start at the top cascade down to the front line; need to keep momentum; need an inspirational vision which resonates with the entire organisation so that employees feel enthusiastic about the future, otherwise the initiative will splutter as people resist it)

4. Frame a change management approach (as digital transformation usually impacts multiple areas in an organisation; need to use a suitable framework like 7 ingredients (explained elsewhere in this Knowledge Base, ie 7 essential ingredients in selecting a framework for the human journey of change. )

When organisational transition is effective, it looks like this:

Ingredient 1        Laying a Foundation for New Ways (handling “endings” and “beginnings”)
- creating an ending of old ways and selectively building on the past (not burying it)
- laying the groundwork for emotional buy-in/ownership of the change process
- encouraging correct behaviours and discouraging incorrect behaviours
- starting anew

Ingredient 2     Establishing a Sense of Urgency
- examining market position & competitive realities, ie a reality check
- understanding & discussing present & future crises, challenges, threats & opportunities
- business as usual is not a viable option

Ingredient 3       Forming a Transitional Team
- organising a powerful guiding team to lead the change process
- including "opinion-makers, informal leaders, etc ", who support the change process, as members of this team
- leading others by working as a team

Ingredient 4       Creating Alignment
- developing & communicating a shared focus/purpose to direct the change process
- developing & initiating strategies for achieving a shared focus/purpose
- role-modelling new behaviours that reflect the shared focus/purpose from the top down

Ingredient 5        Maximising Connectedness, ie engagement/empowerment/participation
- building on the web of connections, ie relationships
- removing obstacles/blockers/processes/systems, etc in conflict with the change
- promoting risk-taking, non-traditional ideas, innovation, creativity, activities & action, etc

Ingredient 6         Creating Short-Term Wins
- planning, creating & achieving visible performance improvements in the short term
- visibly recognising & rewarding employees who formulate and implement wins

Ingredient 7         Consolidating Performance Improvements
- anchoring a culture of change by consolidating improvements and new behaviours
- succession planning that involves rewarding & promoting staff who support the change
- mentoring future managers & executives
- sustaining momentum via  projects/themes/activities/processes/attitudes/behaviours, etc

This is a continuous and self-sustaining process.)

(see more detail elsewhere in the Knowledge Base)

5. Embrace agile experimentation (use trial and error or agile approach; continually reviewing performance in a collaborative format will allow for quick modifications, if required)

(see more detail elsewhere in the Knowledge Base)

6. Use pilot case studies (use these to identify common success barriers, organisational strengths, building capacity, etc)

7. Monitor impacts and alignment (continually monitor and evaluate the impact of new technology; any modification must be consistent with the organisational vision)

8. Chart a scaling roadmap (using steps 5, 6 & 7 to validate the implementation of the new technology, ie develop a well-planned roll-out strategy and implementation plan for cascading digital transformation throughout the organisation)