Building an evolving digital organization is about putting people at the center of the business. Organizations are running by people to serve people and provide value to the people. It’s about having digital leaders getting more comfortable on information-based people management solutions, and understand their people in a more objective and holistic way. It's about integrating strategy management, change management, people management, and performance management into the systematic digital management discipline. Here are three digital formulas to manage change and build a people-centric digital organization.
Buy-in = Collaboration with leaders in varying departments + Toot horn successful delivery: Change is the journey. Buy-in means giving people a chance to understand why change is necessary and getting them to participate in defining the better process and then ensuring they are actively monitoring the change process to ensure that they have a voice in improving it, should it require some adjustments after being deployed. Buy in from the different level is crucial to change success. Total buy-in involves top management being able to fully articulate the change, as well as their ability to provide all necessary support where and when it is required, with the full appreciation of Return on Capital employed. It’s also important to ensure buy-in and commitment on the lower levels as well. To ensure process change lasts, the key is engagement with the impacted staff who will use the process, you can create some great processes but unless the staff buy-in, it won't be fully adopted or old habits will creep back in. One thing about buy-in always fails when management thinks they got all the answers and they come up with a plan in a vacuum and try to sell. Find out what people’ real concerns are. Listen, ask tough questions. Be there when the difficult problems pop up. Deal with the real concerns of those who can put up roadblocks. In practice, deliver change management training, increases the group's ability to get through the denial and resistance phases easier. Taking the time to communicate the expected outcome with consideration of the "right" way allows the team to have room make success progressive and change sustainable.
Trust = Transparency + Delegation + Reciprocity + Verification: High performing teams succeed because they are corporate in nature. The true trust is multidimensional. It encompasses trusting self, trusting others, and earning the trust of others. Mutual trust becomes much easier if one of the two or more parties give trust by respecting each other. Trust can only be built in an organizational environment conducive to process transparency and ideal-seeking behavior (behavior-enhancing organizational structure). At the organizational level, businesses are always on and hyper-connected, there is no shortcut for building a trustful workplace, transparency is a must. A company can have all the recognition, celebrations and such it wants, but unless the relationship is a trustworthy one, these activities will be of limited value in increasing engagement & employee performance. Actually, there is evidence to show that engagement & employee performance is a function of the relationship between a manager/supervisor and his/her direct reports. Managers shouldn’t micromanage, but learn how to delegate. Find the right people to do the work. Know what you want before you delegate to someone else because unclear and ambiguous delegation inevitably leads to unsatisfactory results. Trust but verify. It is very difficult for someone to trust you if they do not believe you respect them. Reciprocity works because of shared goals, which create less stress on the relationship. The trustful workforce can increase productivity, amplify creativity, and improve organizational maturity.
Today’s digital business is complex and dynamic, managing both strategic and operational levels of business goals are challenging for digital leaders and managers. The change could be incremental and single dimensional, but the digital transformation has to go a step further and involve internalization of the new values and conceptual model, be people-centric, get buy-in and build trust. Summarizing digital formulas is not about promoting "one size fits all" solutions, but focus on setting digital principles and sharing "lessons learned."The newly established behaviors will be in harmony with organizational principles and preference, and ultimately achieve the next round of performance improvement and lead to the next level of digital maturity.
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