Thursday, January 2, 2020

The Reflection and Resolution of Digital Transformation

It’s the beginning of the new year, it’s also the time for change review, recognition, reflection, and resolution. The digital paradigm arises out of new knowledge and the emerging trends to reinforce the very characteristics of the digital business such as enlightenment, innovativeness, and people-centricity. Business transformation is the change on a grand level. The organization has to explore digital in all directions and change to the fundamental business model, culture, or other critical business factors for reaching the next level of organizational growth and maturity.

Which scope of impact does the digital transformation make in your organization: Successful organizations see changes coming and with pre-planning to overcome the resistance before it even manifests. Change can be classified into long term business transformation, mid-term organizational change capacity development, or short-term sprint to reach certain performance goals. The insight-driven digital transformation can create the synchronization of all functions running seamlessly and it is a journey that needs a clarified vision, a larger strategic investment, well-defined goals, and a stepwise change scenario.

Thus, digital leaders need to make an objective assessment of change scope and effect. Some factors that could be used to evaluate digital transformation impact within a company could be resources invested (human and financial), employee motivation and participation, challenging activities being involved, the number of business initiatives being launched and success rate, and organizational culture, etc. The varying stakeholders can adjust "every day" of the digital transformation journey as the current situation and its net value change. The more stakeholders can impact a change capable of affecting their lives seriously, the better chance the change will achieve or exceed the business expectations.

How does the organization reflect the personality of its top leadership: The spirit of the organization comes from the top. Change or transformational leaders can provide direction as vision, mission, strategy, as well as leadership skills such as delegation, decision-making, and monitoring.

During the digital transformation scenario, it becomes much more powerful if you first change your intention, also the collective thinking behind it, it all starts at the top. Usually, transformational leaders have the ability to help the organization develop a vision of what it can be, mobilize the organization to accept and work toward achieving the long-term business vision and institutionalize the changes that must last over time. Their inclusive, sharing and trusting leadership is combined with effective situational or personnel management and planning in high-performance organizations.

Organizations usually reflect the personality of their top leaders. Personalities often mean mindsets, traits, emotions, attitudes, or behavior. The transformative digital leaders have more balanced or adaptive personalities to fit in different circumstances and demonstrate the very characteristics of vision, character, authenticity, creativity, empathy, humility, and wisdom.

How to define and measure well-defined goals with the direction of the enterprise's change initiatives: Digital transformation is a journey. It’s critical to define the strategic goals, responsibilities, and competencies are required to achieve strategic goals. Business leaders need to define who you need to have those responsibilities and talent, forecast the skills and roles you need to navigate the changes driven by digital trends and ensure calculated business results being achieved. From a performance management perspective, change indeed is difficult to measure unless all parties involved in the change take ownership and see why and what the change is about. There are numerous points-of-view and reference points of varying stakeholders such as: CXOs, board members, senior executives, middle managers, or professional staff. They all have a different view on "change." They must define the “why and what” the change outputs will look like.

Thus, change impact measurement is multifaceted because the associated change benefits can be achieved via financial, market share, productivity, speed or innovation perspective. To manage end-to-end change performance, it requires the necessity to establish clear, understandable and easily calculable metrics. The goal is to ensure people are working on the right things and producing multifaceted business values, and measure things matter to ensure that the value of change will be realized and delivered smoothly.

It’s the end of the year, and it’s the time to do some reflection and resolution, individually or at the organizational level. The journey of strategy-driven digital transformation means that the company needs to reinvent itself, change its fundamental business model, culture, or other critical business factors in order to reach the next level of organizational growth and maturity.


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