DigiTech Magazine - US Summer 2017 - Page 13

WHAT YOU NEED TO EMPOWER EMPLOYEES
• Buy-in at the top : Without buy-in from senior leadership , any initiative to empower employees and achieve transformation will fail .
• Delegated authority : The team in charge needs to have authority to make decisions and implement changes .
• Change champions : You need advocates for change within the business — the early adopters of change , so to speak . These change champions will lead from the front , proselytizing about how good the new technology is . If you are implementing a new HR information system , for example , you need to intentionally communicate the change , with demos and change plans , and encourage people to train and sign in regularly . You ’ ll only create an extra pain point if you don ’ t tell people how to use it . Effective communication will help convert your early adopters to an early majority .
• A trigger : Kicking off a transformation requires an inciting incident — a failed project , perhaps , or a market shift . Whatever the trigger for change , it must be driven from the very top of the organization . Consider the transformation of IBM from a hardware company to a technology partner — a shift embraced from the top by former CEOs Louis Gertsner and Sam Palmisano . Throughout its transformation , IBM created triggers to motivate teams to action , such as its 2008 Smarter
Planet campaign focused on capturing the potential of smarter systems for growth , efficiency and societal good . It evolved into a value-based culture , with collaborative innovation fueling change and growth .
• An understanding of the Why : Even more than How , or Where you ’ re going , your leadership team , and the organization as a whole , needs to understand the Why . If you want to move your organization from Waterfall to Agile practices , for example , why is this important ? Why do people need to change to new ways of working , and how will you encourage people to join you on this journey ?
A STEP-BY-STEP PROCESS FOR TRANSFORMATION
Empowering employees will allow you to follow four key steps to effecting digital transformation .
1 . Start small : Build technology based on dialogue with real users . Start small with a simple MVP that begins to get users on the change journey , then build new features with them . This will facilitate adoption . Don ’ t be afraid to experiment .
2 . Prove the value of what you ’ re doing to the organization : Invest time and effort into changing how people work with the technology . Prove to them that there ’ s value in using the new technology over the old .
3 . Keep iterating : Listen to your users and observe how they interact with the technology . Fix what isn ’ t working .

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Start small
Prove the value of what you ’ re doing to the organization
Keep iterating
4 . Scale up : Once you have something that works , scale it up to the rest of the organization . Have your early adopters and change champions communicate how the new technology is changing how they work .

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Scale up
Your journey to digital transformation does not start and end with technology . It begins with people and follows them as they move along the pathway toward new ways of working . Focusing on people is the only way to deliver a sustainable digital transformation .
DIGITECH Magazine Summer 2017 13
WHAT YOU NEED TO EMPOWER EMPLOYEES • Buy-in at the top: Without buy-in encourage people to train and sign in Planet campaign focused on capturing from senior leadership, any initiative regularly. You’ll only create an extra pain the potential of smarter systems for to empower employees and achieve point if you don’t tell people how to use it. growth, efficiency and societal good. It transformation will fail. Effective communication will help convert evolved into a value-based culture, with your early adopters to an early majority. collaborative innovation fueling change • Delegated authority: The team in charge needs to have authority to make decisions and implement changes. and growth. • A trigger: Kicking off a transformation requires an inciting incident—a failed • An understanding of the Why: Even more project, perhaps, or a market shift. than How, or Where you’re going, your Whatever the trigger for change, leadership team, and the organization as for change within the business—the it must be driven from the very top a whole, needs to understand the Why. If early adopters of change, so to speak. of the organization. Consider the you want to move your organization from These change champions will lead transformation of IBM from a hardware Waterfall to Agile practices, for example, from the front, proselytizing about how company to a technology partner