The fact that digital transformation is never completely “done” is one of its most difficult aspects. Employee motivation might suffer as a result of frequent change and disruption, leading to exhaustion, distrust, and burnout.
Any transition is a challenging and time-consuming undertaking. This is especially true with digital transformation, which appears to be an everlasting road. The process can disappoint both the architects and the recipients of digital transformation initiatives, especially when communication is imprecise, objectives are misinterpreted, and end goals are not defined.
Here’s some advice for IT leaders on how to stay up with the pace of change while keeping staff engaged in meaningful work.
Create a culture that welcomes unpredictability
Maintaining the pace and momentum of a large-scale digital transition can be difficult. As change increases faster than organizations’ ability to transform, the work will never be completed. However, it is critical not to lose momentum, doing so can place organizations behind the competition, have an influence on the brand and consumer perceptions, and make the change appear like the “flavor of the month” to hardworking employees.
Although digital transformation is a never-ending process, there are still crucial milestones and inflection points to consider. Breaking the journey down in this way keeps the momentum flowing and gives businesses time to evaluate and make any necessary course corrections. While it’s critical to keep looking forward, businesses should also take time to reflect on how far they have come and the lessons they have learned along the way. Additionally, firms should keep an eye on the competition and how customer preferences may change from time to time. Keeping these stakeholders at the forefront of the planning keeps everyone motivated and engaged.
Businesses should foster a culture of change and uncertainty acceptance. Many large, complex organizations have focused on reducing uncertainty and risk, and yet the digital transformation journey is not without danger. If transformation team members become comfortable with it as a way of surviving and thriving, it will help recognize they are not swimming upstream, but with the current.
Take breaks, celebrate, and provide feedback
Not only in producing solutions that continue to push the industry forward, but also in maintaining a collaborative, supportive, and empowered employee experience that makes the organization a destination for top talent, the speed of digital transformation is unrelenting.
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There are several methods for reducing transformation fatigue:
Regularly and enthusiastically celebrate: Businesses shouldn’t only focus on the “major” wins. At least once a week, they must take a moment to recognize the excellent things that have been accomplished by the team, whether big or small; personal and professional; final and interim; innovative and operational. IT leaders will be astounded at what is happening.
Ensure to include breaks in work schedules: Make time for training, team building, innovation, time off, wellbeing, and fun in the work schedules, in addition to splitting the transformation path into smaller interim deliverables.
Feedback is more crucial than ever: Getting consistent, constructive feedback might be difficult when working remotely. As the lines between work and life continue to blur, verbally reassure people that they are meeting expectations. Individuals who feel compelled to display their productivity outside of the office are prone to burnout. Simply confirm that they are doing a good job.
People should be challenged, and the playbook should be fluid
For years, IT companies have been driving digital transformation. The entire firm is now aligned on the differentiated value-creation opportunities that technology can bring to people, processes, and products through digital transformation. The IT team has been energized to continue its leading role as a result of this company-wide focus.
Celebrating accomplishment is ingrained in the culture, and it aids in the reduction of fatigue. Businesses should celebrate wins for the team as well as individuals who reflect the company values during quarterly calls.