1 If it’s possible, every process, every expenditure of time, money, or energy, and every assignment of resources should directly relate back to the "why." The goal is to clarify the vision and objectives and make the proper adjustment for driving changes seamlessly.
2 Effective change leadership is highly influential and methodical, building a solid change management team is critical to focus on communication, coordination and facilitation, resource assignment, adoption, and training, for creating and maintaining cross-functional trust, transparency, actions, and results.
3 Digital leaders can utilize their time effectively and include employee development as part of ongoing learning on the work assignment. The culture of learning fosters openness, information sharing, critical and independent thinking, and professionalism.
4 People focus on the learning opportunities offered by assignment, rather than on the status quo that goes with them. A focus on learning and development reduces attrition and has a great quantitative ROI.
5 Create a map for getting from the current mess to the desired condition. Determine constraints, decide what should be done, assign responsibility, and estimate completion.
6 A digital organization can bring greater awareness of interconnectivity, intricacies and the systemic value of organizational systems, business processes, people dynamics, resource alignment, or technological touches. It evolves multidimensional management disciplines to achieve digital delight.
7 The mechanism of change management and the success factors that could help to build a creative business environment are decision-making, people involvement, organizational structure, open communication, incentive and reward system, personnel selection, resource assignment, technology usage, etc.
8 Role conflict or differing priority is often the cause of misalignment. More specifically, misalignment is caused by silo thinking, miscommunication, lack of cross-functional understanding, dysfunctional management behavior, outdated practices, the failure to translate the high-level language of business strategic goals into the tactical functional goals, and then into the various staff specialism or the specific working tasks, or misassignment -the wrong people put in the wrong position to solve the wrong problems, etc.
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