Success rates also vary by company size. At organizations with fewer than 100 employees, respondents are 2.7 times more likely to report a successful digital transformation than are those from organizations with more than 50,000 employees.
Other results indicate that when companies achieve transformation success, they are more likely to have certain digital-savvy leaders in place. Less than one-third of all respondents say their organizationshave engaged a chief digital officer (CDO) to support their transformations. But those that do are 1.6 times more likely than others to report a successful digital transformation.
3 Ways To Step Up Your Organization’s Digital Sense
Beyond these three keys for success, we found that companies with winning transformations have a better-funded and more robust approach to talent than others do. Transformation success is more than three times likelier when respondents say their organizations have invested the right amount in digital talent.
The first is reinforcing new behaviors and ways of working through formal mechanisms, long proved as an action that supports organizational change. One related key to transformation success is establishing practices related to working in new ways. Respondents who say their organizations established at least one new way of working, such as continuous learning or open work environments, as part of their change efforts are more likely than others to report successful transformations. Another key is giving employees a say on where digitization could and should be adopted. When employees generate their own ideas about where digitization might support the business, respondents are 1.4 times more likely to report success.
While respondents say that many digital transformations fall short in improving performance and equipping companies to sustain changes, lessons can be learned from those who report success. The survey results suggest steps companies can take to increase their chances of success during a transformation:
"In order to truly succeed as a human organization you must create organization-wide digital sense and this book gives you a playbook and the inspiration to lead that transformation". @bryankramer Bryan Kramer - bestselling author, keynote and TED speaker, and CEO
Articulate the connections between new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits. Evaluate systems and processes to ensure management practices reinforce the new behaviors, mindsets, and ways of working you invested in.
The organizational agility competency is instrumental in bringing the power of the second operating system to support the opportunities and threats of the digital age. This competency is expressed in three dimensions (Figure 1):
But as strategy moves, future value moves with it; new people and resources must be applied. In other words, some degree of reorganization is required. Indeed, in some cases, this will require entirely new value streams be formed to develop and maintain new solutions. Other value streams may need to be adjusted, and some will be eliminated entirely as solutions are decommissioned. Fortunately, the people and teams of an increasingly Agile enterprise see those changes coming through the portfolio. They can then use their new knowledge and skills to reorganize Agile teams and ARTs around value whenever it makes sense.
Are these three digital transformation horizons completely linear? Probably not, in the sense that most organizations will manage a portfolio of initiatives that may cover all three areas. For instance, they may undertake a certain amount of modernization to deliver quick wins, while at the same time having enterprise-wide global programs and/or innovating business models through experiments and controlled pilots.
Charitable organizations, nonprofits, and volunteer programs like yours can analyze community needs to help guide decision-making and resource allocation while involving community members in the process.
Conducting a community needs assessment will help your organization gain a deeper understanding of your community, prioritize its resources, appeal to stakeholders like your board or donors, inform new programming, and celebrate successes.
While a community needs assessment serves to identify the challenges and gaps in services within a community, it can also help you understand unutilized or under-utilized resources and assets available to your organization and community.
Gather your team to brainstorm potential partnerships with associations, organizations, and other groups. Google (or your preferred search engine) and yellow pages can help you identify relevant associations in your geographical area. Other community nonprofits and volunteer centers can offer a wealth of information and referrals.
Successful community-based organizations understand the importance of community assessment. When organizations like yours assess needs within a community, you develop a deeper understanding of what matters to its members and the improvements they want to see. Conducting a community needs assessment will highlight the strengths of your community and allow you to enact positive change.
Data management is a crucial first step to employing effective data analysis at scale, which leads to important insights that add value to your customers and improve your bottom line. With effective data management, people across an organization can find and access trusted data for their queries. Some benefits of an effective data management solution include:
Data management helps minimize potential errors by establishing processes and policies for usage and building trust in the data being used to make decisions across your organization. With reliable, up-to-date data, companies can respond more efficiently to market changes and customer needs.
Data management protects your organization and its employees from data losses, thefts, and breaches with authentication and encryption tools. Strong data security ensures that vital company information is backed up and retrievable should the primary source become unavailable. Additionally, security becomes more and more important if your data contains any personally identifiable information that needs to be carefully managed to comply with consumer protection laws.
Data management allows organizations to effectively scale data and usage occasions with repeatable processes to keep data and metadata up to date. When processes are easy to repeat, your organization can avoid the unnecessary costs of duplication, such as employees conducting the same research over and over again or re-running costly queries unnecessarily.
You set up a data management system to provide your organization with reliable data, so put the processes in place to improve the quality of that data. First create goals to streamline your data collection and storage, but make sure to complete regular checks for accuracy so data does not become outdated or stale in any way that can negatively impact analytics. These processes should also identify incorrect or inconsistent formatting, spelling errors, and other errors that will impact results. Training team members on the proper process for inputting data and setting up data prep automation is another way to ensure data is correct from the beginning.
Data should be appropriately accessible inside your organization, but you must put protections in place to keep your data secure from outsiders. Train your team members on how to handle data properly, and ensure your processes meet compliance requirements. Be prepared for the worst-case scenario and have a strategy in place for handling a potential breach. Finding the right data management software can help keep your data secure and safe.
Over the past decade, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many banners: total quality management, reengineering, right sizing, restructuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment.
The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. A second very general lesson is that critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains. Perhaps because we have relatively little experience in renewing organizations, even very capable people often make at least one big error.
In both small and large organizations, a successful guiding team may consist of only three to five people during the first year of a renewal effort. But in big companies, the coalition needs to grow to the 20 to 50 range before much progress can be made in phase three and beyond. Senior managers always form the core of the group. But sometimes you find board members, a representative from a key customer, or even a powerful union leader.
In every successful transformation effort that I have seen, the guiding coalition develops a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees. A vision always goes beyond the numbers that are typically found in five-year plans. A vision says something that helps clarify the direction in which an organization needs to move. Sometimes the first draft comes mostly from a single individual. It is usually a bit blurry, at least initially. But after the coalition works at it for 3 or 5 or even 12 months, something much better emerges through their tough analytical thinking and a little dreaming. Eventually, a strategy for achieving that vision is also developed. 2ff7e9595c
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