Let’s be clear, transformation is not new. We have been transforming since time began. What is new is the rate and breadth of transformation that digital technology brings with it. And that is where, I think, we could have a potentially serious problem.
Organisations have been trying to deliver change programmes forever. It has always been a challenging and costly area for them. The reasons for this can be varied and complex but I believe that there are 3 core drivers behind it:
1) People generally don’t like change, it is often done to them rather than with them, they cannot always see the rationale or benefit to be gained from it and they may well have had negative experiences with change. All of this only serves to make people feel insecure and vulnerable
2) If people don’t understand the need for or agree with change they will try to resist it. Establishing common goals that everyone can buy into becomes a thankless task and creating the level of motivation and passion required to deliver the change is virtually impossible to achieve
3) Most organisational models are still not agile or flexible enough to integrate change without a level of upheaval, that only serves to drive further insecurity and resistance to the change in the first place. Change is still seen as the exception rather than the norm. A circular environment is then created where more change is required as the change before didn’t deliver the planned outcomes and we go back to point 1.
Transformation driven by digital technology is a significant escalation in terms of the rate and breadth of change it will bring. Worst case scenario, it can simply make an organisation accelerate the rate at which it makes mistakes, loses money and dis-engages with its people.
Transformation driven by digital technology is a significant escalation in terms of the rate and breadth of change it will bring. Worst case scenario, it can simply make an organisation accelerate the rate at which it makes mistakes, loses money and dis-engages with its people. Forbes has reported that 7 out of 8 digital projects result in failure, that’s an 88% failure rate! We can argue the toss about the figures and look at a number of sources but the essence of the result does not change – more than 50% of organisations are failing to achieve value from digital transformation.
Now as you would expect there are lots of articles and viewpoints on why this is happening. In my humble opinion, most of these are too technical and missing the point. If we remain purely focused on the digital project lifecycle, we will never see the real drivers behind these failures. It’s much more fundamental than implementing new technology and comes back to why organisations have found change programmes challenging since the beginning of time. The acceleration and drive for digital solutions has simply presented the same problems back to us, in a more vivid and larger form. I genuinely believe that the critical ingredient for any digital transformation, is not the technological solution, but the organisations ability to embrace, drive and live with change through its culture. Change has to become the norm and the norm has to become change.
So, what does this mean in operational terms?
Firstly, an organisation needs to create a unanimous understanding and support for the need to change. It has to be more uncomfortable to live with the status quo than to move to the ‘new world’. In order for the change to be authentic, it must always be driven from the organisations raison d’etre. Change cannot be supported for changes sakes, it has to clearly add value to the organisation and provide security for the future of its employees.
Secondly, the organisation has to create a clear and simple vision that effectively provides a common goal for its community (employees, customers, and external stakeholders). This ingredient is critical to creating the motivation and passion required to keep going through the difficult times and remain absolutely steadfast in the belief that the only way forward is to change not to stay with the status quo.
Thirdly, the organisation has to be modelled in such a way that change can be seamlessly integrated with business as usual without creating ‘negative’ upheaval. This point is critical to breaking down functional silos, political game playing, and power bases.
Fourthly, I believe that the organisation needs to provide the appropriate physical space and freedom that is a daily illustration of its commitment and ability to live with constant change as the ‘norm’. That means providing an inspiring work-space which expresses the personality of the organisation, creating time for its employees to think and develop new ideas and implement agile/flexible working practices based on individuals, not a one model fits all – do people always need to be at their desk by 9am if they work better later in the day? Do people actually need to be at a desk?
The fundamental requirements for successful organisational transformation have not really changed. Digital is a new and powerful enabler and handled with care and thought, it has the potential to bring significant value to us all. But people need to be the core driver – they need to be part of the change process and clear on their role but most of all, they need to feel valued and understand that they are contributing to a meaningful outcome.
If an organisation can crack these basics, digital transformation may well become the catalyst that solved the equation of change for us all.
