Webinar Q&A | Digital Transformation

Companies are revolutionizing how they run their business by embarking on a digital transformation in an era that is deemed the “digital age.” While technology decisions and implications are at the forefront of their execution strategy, it is crucial not to lose sight of the impact digital transformation has on the workforce. But how do you reveal the human experience throughout the digital transformation.

During a recent webinar I shared the best practices for engaging the modern learner and the impact digital transformation has on your front-line workers. If you missed the session, a recording is now available online. However, if you are looking for the abbreviated version, here are some of the key ways in which real people, both inside and outside of your organization, can be affected by this demanding journey:

  • Consider the needs and preferences of your multi-generation workplace when planning how you will support them in the digital transformation journey
  • Assess your organization’s current state (with respect to agility & fluidity) and set goals for navigating to a more fluid state which is in line with the enterprise’s digital transformation timeline

After the presentation, several great questions came up from the audience and I wanted to share them with you. Below are those questions and my best answers. This is an ongoing conversation, and I encourage you to keep the questions coming in via the comments section at the bottom of this page. ­

Q: Across the enterprise, who are the audiences who are feeling the impact (of a Digital Transformation) the most? What are some best practices to mitigate the impact(s)?

A: Middle management is an example of an audience segment who feels the impact of a digital transformation most acutely, because they are being asked to take responsibility for actions and approvals that were previously handled centrally. They may also be asked to communicate with others across the organization, to aid in rapid decision making. Pay special attention to the needs of this audience through pre- and post- go live surveys, role-based coaching, and creation of collaboration sites to share lessons learned.

Q: Please describe how Change/Learning leaders should help the workforce better anticipate (and adapt to) a Cloud solution provider’s six month/quarterly release update schedule?

A: Enlist a team to preview each new release, summarize/quantify changes by role, and create timed communications to help prepare the enterprise.

Q: What are your thoughts on blockchain technology?

A: I’m not a Finance subject matter expert (SMEs), but what I’ve read about blockchain technology makes me think it’s a way to drastically reduce individual steps in financial transactions, such as payments, by automating validation, verification, an encryption steps. As part of a digitally transformed finance initiative, blockchain technology could have a positive impact by reducing time to completion. Those impacted users would benefit from getting early exposure to and discussing the new process with SMEs.

Q: What are your thoughts on “The Internet of Things”?

A: IoT relates back to my definition of “Big data” vs. “smart data.” Enterprise leaders should establish and communicate a corporate vision of what challenges they hope to solve, and how, using smart data.

Q: Are there new or different data analytic requirements with Digital Transformation?

A: Most digital transformation solutions come with/integrate with a variety of data presentation tools that will allow employees to view and communicate data in new and improved ways. Establish your enterprise vision for use of the data presentation tools, and show examples of outputs to employees early and throughout the project as the vision matures. All layers of the organization (stakeholders, sponsors, project team, super users, end users) should be included in conversations where they may weigh in on the “pluses” and “deltas” of the new analysis tools.

Ellen Kumar

Ms. Kumar is a Solution Architect with GP Strategies, and has served in roles ranging from Account Executive, to Operations Director, to Project Manager/Training Consultant. Prior to GP Strategies, she worked for University of Dayton Research Institute and GE Aircraft Engines (now GE Aerospace). She holds an M.S. in Materials Science & Engineering from University of Dayton.

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