Transformational leadership: Bringing order to digital chaos

CEO ownership

Technologists at the fulcrum

Communication counts

Five keys for change

  1. An organization’s digital transformation is a larger endeavor than preparing a digital strategy for one or several departments.It comprises an adoption of digital solutions for allprocesses across an organization. This means restructuring many departments, creating (or adopting) new tools (for both employees and customers), as well as a change in work philosophy. Digital is about changing the company in broad strokes rather than tweaking of details or removing technological bugs. It will change the way sales are made, orders are placed, reports are prepared, processes are monitored, and customer and employee relations are maintained. It also requires a change of many competencies.
  2. Every transformation should be accompanied by a profound analysis of how digital technologies will change the market in the near term, and how they will alter manufacturer and customer behaviors.New technologies affect everything, which is why markets have become so volatile. Accordingly, the tools employed in the transformation process must be flexible and scalable.
  3. To be successful, digitization should favor solutions that create closer customer relationships.In today’s market, it is critical to acquire new customers and convince them that a company’s solutions are up to date, and that it is well-run. The tools that automate customer relations, customer data collection and product sales will massively impact customer sensibilities, for better or worse.
  4. To facilitate, control and assess transformations, companies need monitoring tools calibrated for accurately measuring the impact of the changes that have been made. Both to gain and maintain organization-wide buy-in, it is always a good idea to implement solutions that will demonstrate the efficiency of and support for the overall rationale of the transformation at an early stage in the process.
  5. In pursuing transformations, one should bear in mind that people drive the process. If people do not receive encouragement to improve if not completely overhaul their competencies, they will not succeed. Along with the CEO, lower-level managers are going to be vital in this. Therefore, a leadership training system should be developed that is relevant to the transformation. Leadership programs must align with new company objectives and account for the complexity of the effort.

Don’t forget your people

This can be done

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