By Prangya Pandab - November 23, 2022 4 Mins Read
Executives are faced with leading their enterprises into a digitally native, transformed future as the world emerges from the pandemic and settles into new ways of working.
The topic of digital transformation has been discussed at every board meeting around the world for the past few years, from cloud migration to SaaS optimization. The driving force behind digital transformation can, however, become muddled over several innovation cycles. When individuals take on new responsibilities, new solutions are introduced to the market, and business goals alter.
Leaders need to think about the following questions to redouble their digital transformation efforts:
Leaders need to go back to the beginning and re-evaluate the driving force behind their digital transformation efforts as they prepare for Q1 2023. They must question themselves about which areas of the company they hope to impact. How many of their objectives have they already achieved? Have these objectives evolved? It’s essential to understand the “why” behind the transformation objectives to create forward momentum.
A year-end check-in will also enable leaders to refocus their change agents on the goals they want to achieve in the coming year. Perhaps, but for different reasons, they still wish to focus on digital transformation. Or perhaps they had already succeeded in their initial objectives. One can regain perspective by asking themselves this question. The foundational understanding will prepare them for the next phase of their transformation.
Teams with limited resources are under more stress as a result of organizational change. However, aligning with a wider objective and the belief that every person has a substantial impact on the industry can significantly boost morale.
Putting the team’s work in the perspective of how the wider ecosystem is being shaped is essential. Are the objectives of the digital transformation based on culture or sustainability? Leaders can zoom out and align their objectives once they have assessed how far along their digital transformation is to ensure that the targeted outcomes benefit the global workforce. They can motivate their workforce using this mission-driven strategy, which will improve relationships and increase engagement.
Reassessing who is in charge of leading the transformation can be helpful if the attempt to implement digital transformation has slowed down. To see the initiatives through to completion, selecting the leads who can take ownership of specific transformation processes is essential. Teams often fail because leaders are not appointed across teams, leaving IT teams to handle all aspects of change.
It’s crucial to give the team leads the necessary resources to take ownership of the process to empower them. A stalled digital transformation project can be swiftly restarted by implementing new processes using no-code/ low-code that non-technical business leaders can own without the supervision of IT.
Building an architecture that encourages contextual collaboration is something leaders should do in addition to the technologies that enable them to achieve transformation. In order to achieve alignment on the objectives of the digital transformation, the IT and business teams must be connected. The entire organization can benefit from digital transformation by having teams equipped with the tools they need to collaborate.
If the pandemic has taught enterprise leaders anything, it is that the company’s fundamental principles are subject to sudden change. They must keep scalability in mind as they restart their digital transformation initiatives. This will set up their company for a more connected digital ecosystem that is designed for change.
Business leaders must also be aware of the potential of their digital suite and have a strategy in place to fully utilize them. For innovation and transformation to happen, present processes must be regularly evaluated and modified.
Prangya Pandab is an Associate Editor with OnDot Media. She is a seasoned journalist with almost seven years of experience in the business news sector. Before joining ODM, she was a journalist with CNBC-TV18 for four years. She also had a brief stint with an infrastructure finance company working for their communications and branding vertical.
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