The promise of rewards through painful transformation initiatives have been the prized carrot on a very long stick. And many companies have tried and some have succeeded. What’s interesting are the driving motives fostering those behavioural changes. And where some would like us to believe that adopting vision without any boundaries inspires our employees to achieve the necessary missions, some could perceive this to be rather perilous journey.
Organizations seeking to enable a digital transformation have been encouraged to radicalize change by pretending the resistance away. This make me question the expected value of that vacuum. And it is a vacuum, because leadership must provide directionality if it intends to complete its envisioning commitment.
Instead honor and respect that the simple fact that it is indeed a perilous journey that cannot be done alone. If it is one thing I hoped that we have learned by now, a team approach is experientially more successful over individual contributions. So why not apply this to corporate transformations?
Change OfficerA digital transformation affects every executive so naturally appointing one to be accountable to the finished initiative is a sensible if not prudent step. Naturally this person will need to provide instrumentation for the to-be strategy. This can take many forms, and many do begin with a form of enterprise performance management. Which then transforms the current operational metrics into the desired state.
That’s what we’ve been lead to be believe so far at any rate and this does explain the sudden proliferation of “Digital Officer” roles popping up at many organizations. But this imposes the burden of change on that role and the requirement to integrate into the past, or the current operations. Change to a new operating model cannot occur without understanding the current. But why does the responsibility rest with the target state?
Leverage change, both internally and externally, through a change officer. Have that officer appointed as a transitional role with the sole responsibility and accountability of mandating that change. And empower the appointed officers with the directionality they need.
Against that backdrop, here’s our list of the Top 5 RDI Digital Issues:
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Martin Sykora focuses on building great products with data, technology, and design, has tremendous passion for new technologies, especially for data science, AI, and machine learning that help make better and efficient decisions by predicting the future.