This document discusses executing digital strategy in a multi-generational workplace. It notes there are different generations currently in the workforce with different preferences for communication and technology adoption. Younger generations are more comfortable with new technologies and prefer instant communication, while older generations prefer more formal communication and are less comfortable with new technologies. The document recommends having executive leadership, a steering council, technology champions, and all-staff engagement to help drive cultural change and adoption of new digital strategies. These groups can help socialize new technologies, train other employees, and promote a culture of innovation. However, legacy systems and cultural differences between generations also introduce challenges to digital transformations.

1. Executing on
Digital Strategy in a
Multi-Generational Workplace
Shaelyn Otikor
Senior Vice President, Northern Trust

2. 1
About Me
Shaelyn Otikor
Workforce Strategy
Digital Partner
Tech
Community &
Environmental
Talent
Management
Diversity &
Inclusion
Staff Forums
DevelopmentCulture Productivity
Location
Strategy
C&IS Chief Strategy Officer
C&IS Business Unit President
CEO
41%
29%
30%
Business Unit Staff by Region (9,600 Total)
Asia-Pacific Europe N. America

3. 2
Today’s Agenda
1. What’s in a Generation?
2. Digital Collaboration

4. What’s in a Generation?

5. 4
Definitions, Themes, and Timeframes
 GENERATION:
o A group of people born in the same timeframe and in close proximity geographically who have been impacted by
the same big events which have resulted in them exhibiting the same characteristics, preferences, and values
over their lifetimes.
Generation Years* Age*
Alpha Generation 2010 – Present <9 Years
Gen Z, iGen, or Centennials 1996 - 2010 21 – 9 Years
Millennials or Gen Y 1980 – 1996 22-37 Years
Generation X 1965 – 1979 38-53 Years
Baby Boomers 1946 – 1964 54-72 Years
Traditionalists/Silent Generation 1928-1945 73-90 Years
*Different methodologies result in a variance of +/- 3 years based on source
THREE KEY THEMES
1. Economics
2. Parenting
3. Technology

6. 5
Technology Adoption
Technology Makes My Life Easier:
 74% - Millennials/Gen Y
 31% - Generation X
 18% - Baby Boomers

7. 6
Communication Styles
Generation Preferred Medium Style Preferred Devices
Millennials /
Gen Y
• Instant Messaging/Text
• Social Media Platforms
• Multiple conversations at once
• Informal/Unstructured
• Collaborative Sessions
• Cell phones
• Laptops
Generation X
• Email preferred
• Face-to-Face only for high-
priority or urgent items
• Several conversations at once
• Semi-formal and direct
• Want more work/life balance
• Laptops and desktops
• Tablets
Baby
Boomers
• Equal usage of Email,
Phone, and Face-to-Face
• One conversation at a time
• Formal/Structured
• Around-the-clock mentality
• Laptops and desktops
Respect the
communication
preference of the
recipient.
Become comfortable
with multiple
communication
channels.

8. Collaborative Governance

9. 8
From Legacy Systems to Digital Innovation
 Digital innovation CAN be utilized to improve
processes
 Digital innovation CAN help bridge the technological
gap by applying new technology to existing issues
 Digital innovation CAN NOT address the cultural
change that must take place – emotions, beliefs, etc.
 Enhancements to legacy systems can be ineffective
and costly if people are not changing behaviors to
use the new capabilities to their full capacity
 Legacy Culture + Generational Differences
introduce new challenges and complexities with
executing on digital strategy transformations
 Legacy systems provide assurance vs giving up
control to allow for increased automation
 Legacy systems are proven with risk management
which is the foundation of most companies and
industries (specifically financial services)

10. 9
Pushing Cultural Change – Engagement at All Levels
Executive
Leadership
Steering
Council
All-Staff
Engagement
Tech
Champions
ENTERPRISE TECHNOLOGY
 Senior leaders are naturally
made up of more Baby Boomers
and older Gen-Xers
 Subject matter experts; in-depth
knowledge of legacy systems
 Business strategy experience
across multiple domains
 Politically-savvy, willingness to
coach, lead, and mentor
 Volunteers tend to be made up of
more Millennials and younger
Gen-Xers
 Digital natives with knowledge of
new software, trends/themes
 Detailed understanding of daily
process challenges impacting
productivity
 Technically-savvy, willingness to
train peers, propose ideas, and
promote new tech
 Executive Leadership is critical to success; top-down promotion and adoption
 Executive Message through multiple mediums: email, video, blogs, social media

11. 10
Digital Governance Responsibilities
STEERING COUNCIL
TECH CHAMPIONS
 Cross business / inter-departmental collaboration to ensure strategic alignment
 Determine business needs, client requests, agree priorities, justify business case
 Work towards common goals to support executive message and champion change
 Early adopters to new technology; function as trainers and support team
 Propose new ideas; identify opportunities; participate in demos and pitches
 Instill culture of innovation by promoting employee engagement and collaboration
EXECUTIVE LEADERSHIP  Set the tone and champion change; outline vision and business strategy
 Lead by example and get involved; participate in roll-out of new tools; adopt early
ALL-STAFF ENGAGEMENT  Attend meetings, training sessions, and knowledge shares, ask questions
 Make every effort to adapt to new technology; leverage the support system