1) STAY ENGAGED AND BE AWARE of BLIND SPOTS:
Given the importance of effective implementation, leaders of companies undergoing both traditional and digital transformations, must be fully engaged in the effort. A lack of leadership engagement
can put the success of any major change effort at risk. The most senior people can lead the way in a change effort by role modeling new behaviors the transformation requires, for example, and being conscious of the organization’s ability – or inability – to execute in priority areas. It’s just as important to mind the blind spots and potential problems as it is to know an organization’s strengths of execution.
2) ALLOCATE TIME TO FINDING THE RIGHT SKILLS:
One challenge, even fort the best organizations, is sourcing the right resources and capabilities for implementation. It’s critical that companies spend more time deciding which resources, skills, and even individual employees can best support the changes at hand. Once the right teams are on the ground, leaders and managers must allocate time to helping employees prioritize their work. With digital transformations spanning more business units (and often involving more initiatives) than traditional change efforts, it is even more difficult for employees to focus on the right activities. Leaders should be clear about their objectives and communicate clearly and often with employees to conform that people focus on the right activities and that their work adds value to the broader transformation.
3) LEAD WITH AGILITY:
A digital transformation in particular calls for flexibility and agility from both leaders and teams. It’s critical that employees have targeted actions to take, but leaders need to assess progress more effectively and to make adjustments as needed. The reason to focus on KPI’s during scaling, implementing, and sustaining changes in a digital transformation stems from the need to respond quickly to a rapidly changing environment. Leaders must be able and willing to assess their change programs continually and not be afraid to pivot to higher-value work when the KPIs tell them to do so.