Listen to the accompanying podcast here: https://goo.gl/rw17q8
Businesses are continuing to invest heavily in digitally transforming their organizations. The Digital Transformation market alone is set to be worth $2tn by 2020.
Director of Product Strategy at AppLearn Andrew Barlow is joined by special guests to discuss the impact that modern Digital Transformation projects are having on the way that businesses approach Change Management.
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Technology disruption is proliferating at a pace faster than most anticipated. There is an urgency and an imperative to transform. This white paper introduces a framework for Enterprise digital transformation and a detailed guide to achieve digital transformation dexterity
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Technology disruption is proliferating at a pace faster than most anticipated. There is an urgency and an imperative to transform. This white paper introduces a framework for Enterprise digital transformation and a detailed guide to achieve digital transformation dexterity
If you're serious in Enterprise Digital Transformation, this deck will provide some insight into the scope of need to have a successful transition.
http://oxygn.co
http://www.slideshare.net/OxygnCo/digital-maturity-model-indicator - Three simple steps to sucessful transition
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
7 considerations to your digital transformation journeyTarang Rai
This new era of digital transformation brought about by the emergence of new technologies like mobile, cloud, analytics, Internet of Things etc., is highly reminiscent of the e-business era. There are many business opportunities to pursue, enabling technologies to be utilized, and customers to be influenced.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
Change management as the name states is the management of change. While transformation is comprehensively changing something. The two efforts are intertwined by change. In order to increase the chances of success when introducing digital transformation, you need to have a strong change management plan.
Digital transformation and how it affects project managementNarendran K
This presentation on Digital Transformation and How it affects Project Management Practice was presented by me on 11th May 2017 at the PMI Bangalore Chapter Foot Prints Session.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Digital transformation isn’t a trend owned by a
particular role, nor a discipline that belongs to
one department alone. One finding revealed that while the
word “digital” is part of “digital transformation,” the
essence of digital transformation comes down to
people and how their digital behaviours differ from that
of the traditional customers before them.
Why and How Companies Are Investing in New Business Models to Lead Digital Customer Experiences, we set out to determine how digital transformation unified disparate digital efforts under a common vision.
The Essential Elements and Tips for Implementing a Successful Digital Transfo...PetaBytz Technologies
Digital Transformation Services will assist you and your organization by focusing on the critical elements that all effective digital transformations share.
If you're serious in Enterprise Digital Transformation, this deck will provide some insight into the scope of need to have a successful transition.
http://oxygn.co
http://www.slideshare.net/OxygnCo/digital-maturity-model-indicator - Three simple steps to sucessful transition
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
7 considerations to your digital transformation journeyTarang Rai
This new era of digital transformation brought about by the emergence of new technologies like mobile, cloud, analytics, Internet of Things etc., is highly reminiscent of the e-business era. There are many business opportunities to pursue, enabling technologies to be utilized, and customers to be influenced.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
Change management as the name states is the management of change. While transformation is comprehensively changing something. The two efforts are intertwined by change. In order to increase the chances of success when introducing digital transformation, you need to have a strong change management plan.
Digital transformation and how it affects project managementNarendran K
This presentation on Digital Transformation and How it affects Project Management Practice was presented by me on 11th May 2017 at the PMI Bangalore Chapter Foot Prints Session.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Digital transformation isn’t a trend owned by a
particular role, nor a discipline that belongs to
one department alone. One finding revealed that while the
word “digital” is part of “digital transformation,” the
essence of digital transformation comes down to
people and how their digital behaviours differ from that
of the traditional customers before them.
Why and How Companies Are Investing in New Business Models to Lead Digital Customer Experiences, we set out to determine how digital transformation unified disparate digital efforts under a common vision.
The Essential Elements and Tips for Implementing a Successful Digital Transfo...PetaBytz Technologies
Digital Transformation Services will assist you and your organization by focusing on the critical elements that all effective digital transformations share.
The Ultimate Guide to Digital Transformation for CIOs.pdfSparity1
We are the leading digital transformation,App development,Legacy transformation,Cots customization,Qa,Maintenance support and Rpa services provider in USA. Whether it is re-engineering the product with the best UI/UX practices or bringing in AI-powered automation to the operations, we make the digital journey hassle-free.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
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Explore the importance of enterprise digital transformation. Learn key components and roadmaps for success. Overcome challenges in your journey with our guide.
Original Source: https://www.nevinainfotech.com/blog/enterprise-digital-transformation-your-guide-to-success/
The burgeoning digital transformation and the challenges involvedEnov8
Many organisations have started their ambitious journey in order to reshape their existing market and open the doors to the treasure trove. Enov8 brings down to you the key challenges faced by the organisations which need to be overcome in order to have a successful transition.
The Future of Business: Trends in Digital TransformationQurinom Solutions
Digital transformation is the process of integrating digital technology into all aspects of a business, fundamentally changing how it operates and delivers value to customers. This transformation involves utilizing digital tools and technologies to streamline operations, improve efficiency, and enhance the overall customer experience. By embracing digital transformation, businesses can stay competitive in today's fast-paced, technology-driven world.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
This summary report identifies what are crucial dimensions or elements when undertaking digital transformation within your organization. DTS interviewed 38 of the brightest digital minds across APAC including folks from Google, Facebook, eBay, comScore, Allianz, AGL, NAB, Sparkline, CompeteShark and many more. For a complete copy of the research project contact marcelo@dtscores.com
With the benefit of hindsight, organizations that pushed ahead with their digital transformation programs during the pandemic now reflect on what went right, and what they might have done differently.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
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2. INTRODUCTION
Businesses are continuing to invest heavily in
digitally transforming their organizations. The
Digital Transformation market alone is set to be
worth $2tn by 2020 (IDC).
With the speed and scale of software
implementations increasing at a drastic rate,
businesses are pressured to react to the demand to
implement feature rich, highly complex
technologies faster than ever before.
This pressure questions whether traditional
processes for change management, communication,
training and support are fit for purpose and more
importantly sustainable in line with business and
software change.
The ultimate guide to Digitizing Change Management
3. INTRODUCTION
This challenge is not just something that clients are
facing alone it is also a conundrum that both
vendors and systems implementers alike are having
to address also?
SI’s – Systems implementers and service providers
often assume the responsibility for change
management, enablement, training and support.
Businesses are challenging them to connect with
their workforce in new and more effective ways.
Similarly, the pressure to demonstrate readiness for
change quicker is also apparent as new
technologies represent an opportunity to collect
deeper insights into employee readiness and
perception.
Vendors – this direct impact of poorly executed
change management will ultimately be felt by the
vendor as opportunities to upsell further modules
and retain customers will be challenging.
The ultimate guide to Digitizing Change Management
4. INTRODUCTION
More organizations are asking for digital
alternatives in RFP’s for change management
representing an early view
that organizations are aware that traditional
methods are out of date, ineffective and do not
resonate with their users.
The need for sustainable solutions to these
challenges has grown out of the learnings from
early cloud transformation projects.
Organisations realized that their communication,
training and support strategies needs to
accommodate their future users that they have not
yet hired that will one day need to engage with
their existing technologies and processes whilst
accommodating constant change for regular users.
What is the answer?
The ultimate guide to Digitizing Change Management
5. An expert in HR Transformation. With
over 18 years experience in
transforming corporate support services
& managing the people implications of
major change programmes.
Niraj Varia, Director of HR
Transformation at Cushman &
Wakefield
An experienced HR Transformation
Consultant with a sustained record
of leading and implementing major
global and international change
programmes.
Margaret Ruiseal, Head of HR
Transformation Practice, Europe at
Mercer
HR Transformation Specialist and
Global Programme Director, strong
candidate for CHRO, HR CIO and
HR COO roles in larger corporates
and enterprises.
Aaron Albury, HR Transformation
Specialist. & Founder of LACE
Partners
Experienced Director of Product
Strategy with a demonstrated
history of creating and selling
innovative solutions in the
information technology industry.
Andrew Barlow, Director of
Product Strategy, AppLearn,
Question-master
WE ASKED THE EXPERTS
AppLearnThe ultimate guide to Digitizing Change Management
6. Why are businesses investing In
Digital Transformation
The ultimate guide to Digitizing Change Management
“Clearly cost saving is a key
consideration, efficiency of processes
and competition in the market.”
7. What is driving the need for
such investments?
The ultimate guide to Digitizing Change Management
“Only 8% of executives say their
organisation is digital, 77% are on the
journey.
User expectation of digital at work linked
to the generational change. Margaret:
Drive for increased analytics provided by
digital systems.”
8. What areas of the business are
investing in Digital Transformation?
The ultimate guide to Digitizing Change Management
“Traditional areas for digital transformation started
with CRM systems and knowledge of customer
behaviours and relationships.
Then came investment in infra-structure (HR, Finance,
Procurement, Research). Cloud based technologies are
replacing traditional ERP systems.
In HR we are looking at fundamentally different ways
in which we attract, develop and connect our talent 6
There is now greater disruption in our core products
and service lines. New competitors are attacking the
cash rich parts of our business, delivering ‘standard’
services at a lower cost.”
9. What challenges do businesses face when embarking in
Digital Transformation programmes?
Margaret: “The speed with which the technology can be delivered is much greater than individual
speed of behaviour change. The impact on culture and leadership that follows a digital
transformation. Lack of in-house skill and ability to deliver the change compared with the
Providers.”
Aaron: “Understanding the impact on the user Experience. Underestimating the adoption of new
ways of working.”
Niraj: “Can speak to either one of; Pace of change – e.g. how we attract new talent? They have to
be able to find and apply for jobs on their mobile, is your talent acquisition strategy and team
ready to embrace this? Leadership – managing a multi- generational and diverse workforce makes
it difficult to predict how they will react. Does your leadership even acknowledge the issue?”
The ultimate guide to Digitizing Change Management
10. What role does Change Management have in
Digital Transformation?
Margaret: “Change management is about leadership, engagement, communication, training and
measurement should be able to demonstrate the “wifm” factor of the change ensures the value
from the business case is delivered.”
Niraj: “Businesses make huge investment in technology, recruits the brightest talent they can
afford to manage the programme, and many even deploy on time and budget, and may initially
realise their efficiencies. Yet, a couple of years after deployment, they have to make further
investment in an ‘Optimisation’ programme because of poor adoption, or shadow roles popping
up elsewhere in the organisation, benefits being diluted. Change management is often talked
about or even ‘blamed’ for poor execution – yes, it is critical as any other part of the programme.”
The ultimate guide to Digitizing Change Management
11. What unique pressures do modern
technology deployments bring to
traditional Change Management?
“The need to better articulate the impact by persona –
one size doesn’t fit all. More emphasis on marketing
content than on stakeholder tracking
In the case of a recent Workday implementation the
modern approach brings the change management
requirement much further forward in the agenda. The
prototyping methodology followed by so many SaaS
products requires early messaging and engagement.”
The ultimate guide to Digitizing Change Management
12. What is the result of getting this wrong?
Margaret: “No adoption and so you don’t deliver against the business case, costly implications of
re-design or re-planning & Reputation and risk – you might get fired!
Niraj: “The organisation will have to make further investment in ‘Optimisation’, in some cases even
a restart/re-deployment. Yet the programme has lost its credibility in the organisation at that
stage, making change even more difficult.”
The ultimate guide to Digitizing Change Management
13. Why are traditional
approaches failing? Are they?
“Not enough consideration to post go
live operation adoption support.
Following a one size change approach.
Clinging to traditional training
approaches.”
The ultimate guide to Digitizing Change Management
14. Can this affect the value that the business gets from their
investment in technology? Why will it affect and how?
Margaret: “Yes, usually reduction in workforce associated with automation – may not be delivered
Psychology of the sunk cost = must keep spending to make it work overcome the problems Missed
opportunities.”
Aaron: “Definitely – re-work, loss of engagement, data completion for the sake of data completion
eroding quality and damaging analytics.”
The ultimate guide to Digitizing Change Management
15. Is the pressure to deploy
technology quickly a problem?
“Yes, this comes into different guises
There is an every growing list of
investment programmes and requests,
driven by the disruptive change in our
businesses
Second, there is no such thing as
business as usual any more, we are
facing constant change
We integrated about over 20,000 new
employees across 40+ countries on our
Workday platform, as a result of a
merger in our business in the same
timeframe as we managed to upgrade
our previous ERP platform.”
The ultimate guide to Digitizing Change Management
16. Are businesses under more pressure to demonstrate
business readiness for change?
Margaret: “There is an inherent assumption with technology that people are ready for the change.
The idea of readiness gets lost in the rush to implement. 35% of CEOs think HR do not provide a
digital experience – so expect them to be ready to deliver it.”
Niraj: “Yes, but I think the real challenge is organizations and specialists can articulate the
challenges, follow all the right steps, yet the execution is below expectation, and adoption remains
an issue.”
The ultimate guide to Digitizing Change Management
17. Is technology being used to implement change faster and
measure change more accurately?
Aaron: “Yes – a number of products are coming to the fore to help digitise this element. Digital
allows for context sensitive support. Digital also allows for Point of Need and deeper more
targeted analytics on change.”
Niraj: “Yes, technology enables you to implement change faster, but the ability to measure change
remains a challenge – e.g. just because you have a high hit rate on your reference guides, does not
mean they understand the strategy and are executing this well.”
The ultimate guide to Digitizing Change Management
18. Do businesses have the tools that they need to connect with
their people and sustain interest in such programmes?
Margaret: “Fundamentally HR is seen as support so new HR digital tools are not seen as core
business but as a detractor, so connection with the business strategy has to be made. Existing
channels are not good enough, businesses need to be more creative in their change approach.
Needs to be just in time – managers will want to know how to engage with the system at point of
need e.g. transfer, performance management and don’t want lengthy up-front training.”
Aaron: “No in a recent survey we carried out of 120 companies less than 25% said they had a
digital adoption strategy.”
Niraj: “Businesses and our people have a low attention span – they are involved in multiple change
initiatives, expect quick and instant results, this should make us think differently about sustaining
change.”
The ultimate guide to Digitizing Change Management
19. What experiences do you have with businesses that have to
overcome these internal pressures to implement change faster
and demonstrate readiness for change?
Margaret: “Global bank drive to introduce within one year need to deliver the readiness first –
looking across the whole HR system before implementing the tool – divide the implementation
into 2 phases.”
Niraj: “Not sure I believe there is one answer, significant differences in methodology and
approach, or one toolkit. Based on my recent experience, pragmatism, focus, having a range of
tools and ideas and flexibility to pull different levers during the programme improves the chances
of execution
On my programmes in the last 3-4 years we had different change specialists and consultancies
advise us, arguably with limited impact. Some of the best results 9 we achieved were when we
pulled a business leader out and appointed him as the change lead, supporting him with the right
tools and resources.”
The ultimate guide to Digitizing Change Management
20. What benefits will these types
of tools give the business?
“Change and adoption works in
mysterious ways. Having simple, on
demand, small bursts of content targeted
to the individual at the right times is
delivering the best results
Providing the ability for users to create
and share their own content is
increasingly important.”
The ultimate guide to Digitizing Change Management
21. How will this affect the way that
we report on success?
“It is getting more difficult to report on success of a
programme, let alone change management. No longer are
traditional metric being used and the infrastructure teams
are no longer playing a ‘policing’ role, e.g. look at the trends
in how performance is being managed in our organisations
and how people are appropriately rewarded.
No answers just some tips – have a dynamic dashboard and
feedback systems; look at what content is being targeted,
create a pull factor from the business to address specific
topics, short bursts of promotions, and reduce the noise.
Having suffered from poor adoption of CRM systems in the
programme, one area unexpectedly had much better take-
up. It emerges those teams had used the CRM tool as the
method for requesting business development support, so
this business was requesting change support and tools, not
the programme.”
The ultimate guide to Digitizing Change Management
22. Will traditional Change Management continue to be challenged
as businesses continue to invest in Digital Transformation?
Margaret: “The concepts of change won’t be challenge – what it takes to change behaviour
doesn’t change. What will change are the tools and approaches to deliver against that and the
speed of the transition. There is a need for a multi layered approach.”
Niraj: “Yes – pace of change, shorter attention spans and the different expectations of when and
how are our people need support, reduces the chances of traditional approaches having the
desired impact on programme and business performance.”
The ultimate guide to Digitizing Change Management
23. Are businesses thinking about
the issue properly?
“Still a maturing market. More can be done on
metrics and measures. Data still be gathered to
prove knock on affect to support functions.”
The ultimate guide to Digitizing Change Management
24. Are they preparing themselves to
invest in solutions to address this?
Are they budgeting properly?
“HR budget is always a challenge. Made harder by
providers emphasising the simplicity of their systems
and therefore the need to invest in change tools.
Need to emphasise the value to the business in terms
of analytics etc to support the financial business
case.”
The ultimate guide to Digitizing Change Management
25. What advice would you give to someone embarking on a large
digital change project?
Margaret: “Start with the business strategy to develop the business case and then ensure you
have full leadership buy in.”
Aaron: “Plan early, budget for post go-live and leverage technology from the first communication.”
Niraj: “There are new and innovative solutions, lots of advice available, but you need to be an
informed client to make informed decisions on your programme and influence your stakeholders
and leadership teams.”
The ultimate guide to Digitizing Change Management
26. Any last words?
Margaret: “Successful change management starts with a fully aligned and engaged leadership
team who can articulate the case for change and how this supports the business strategy – if you
don’t have this, it won’t succeed!”
Aaron: “Adoption and Adaptation are now the key metrics for successful technology
implementations. Don’t be part of the 75%.”
Niraj: “Don’t spend your time search for one answer and a single solution.”
The ultimate guide to Digitizing Change Management
27. Address: 16 High Holborn, London, WCIV 6BX
Telephone: 08455 202080
Thank you
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