What do you do if your organization is undergoing a major digital transformation?

In our environment of multilayered change that will only be increasing, the first step is to listen to how you feel and what you think. A change is perceived by the primitive part of the brain either as a threat or reward (neuroscience.) Most major changes for majority of people are a threat. How we respond depends on our individual beliefs and emotional patterns that form from the moment we're born (psychology.) Emotions, if not cleared, settle in the body as clusters of energy, that, in turn, can increase stress and anxiety (human energetics.) Giving people the tools to regulate their reaction to change and educating about the 5 pillars of CM, will empower them to engage with, adapt to and lead change as well as see it as an opp.

Digital transformation not only changes the way of working, it also accelerates the speed of change that companies are facing. Both implications lead to five major requirements that have to be accomplished to be successful: Alignment with organization strategy and goals New forms of leadership New organization capabilities New skills and competencies A new culture and digital mindset.

é fundamental destacar a importancia do growth mindset na jornada de transforma??o digital. Em um mundo que evolui rapidamente, alimentado por avan?os tecnológicos constantes, a capacidade de aprender e se adaptar é crucial. O growth mindset n?o apenas impulsiona a inova??o, mas também facilita a adapta??o às novas ferramentas e métodos que definem a transforma??o digital. Empresas e profissionais que cultivam essa mentalidade est?o mais preparados para enfrentar desafios, superar falhas e abra?ar novas oportunidades com entusiasmo e resiliência. Isso é especialmente importante na transforma??o digital, onde a experimenta??o e a rápida adapta??o s?o essenciais para o sucesso.

During a major digital transformation, adaptability and collaboration are key. Embrace change by staying informed about the transformation's objectives and progress. Engage with relevant training and upskilling opportunities to enhance digital proficiency. Actively participate in transformation initiatives, offering insights and support where possible. Foster a culture of innovation and openness to new technologies. Communicate openly with colleagues, sharing knowledge and best practices. Remain flexible and resilient in the face of challenges, understanding that transformation takes time. Maintain a positive attitude and contribute constructively to the organization's evolution into a digitally-driven entity.

Quando falamos de Transforma??o Digital, a grande quest?o n?o é 'SE', mas 'QUANDO'. O pressuposto básico deste momento chama-se MUDAN?A, e com isso, trago a teoria desenvolvida @Elisabeth Kübler-Ross. O processo de transforma??o, seja ele qual for, envolve - necessariamente, o CHOQUE, a NEGA??O a RAIVA, a BARGANHA. Até que o indivíduo DEPRIME, para ent?o ACEITAR e por fim MUDAR! é importante - e necessário, que os Líderes das cias comuniquem claramente suas vis?es de mudan?a. O colaborador precisa saber PARA ONDE ESTAMOS INDOS, pois isso trás o ENGAJAMENTO! LC ????

Acredito que a transforma??o digital exige um conjunto robusto de competências que v?o além da tecnologia. Habilidades como gest?o da inova??o, análise de dados, gest?o ágil de projetos, astúcia política, e profundo conhecimento do negócio s?o cruciais. Além disso, a capacidade de criar excelentes experiências para clientes, explorar novos modelos de negócios e exercer uma lideran?a 4.0 s?o diferencias que definem os líderes nesta área. Estas competências n?o apenas potencializam inova??es, mas também sustentam uma transforma??o digital eficaz e abrangente.

The Digital Transformation will bring new practices for everyone and evaluating the skills we have will help develop the training plan. An evaluation of each person's digital maturity always helps to determine what digital soft skills each of us needs to work on. Relying on expert evaluators in this matter helps to quantify the elements that are needed for talent development towards a digital transformation

Here it’s key to anchor the new competencies to be acquired in the strategy of the company and area, but also align them with the emerging trends in the market, symmetric and asymmetric competitors, to make sure your team remains competitive. It’s important to understand and articulate that upskilling your team serves the companies purpose and also maintains the marketability of your team members.

Eu acredito firmemente que o sistema de OKR (Objectives and Key Results) é ideal para estabelecer metas ambiciosas com KPIs mensuráveis. Além de definir objetivos claros, o OKR fomenta cerim?nias essenciais que promovem a colabora??o e a troca de experiências entre equipes. Sua flexibilidade é crucial em áreas dinamicas onde as mudan?as ocorrem rapidamente, tornando-o uma ferramenta poderosa para adaptabilidade e crescimento contínuo.

The KPIs or OKRs also have to be transparently shared and measured, in a way to build collective accountability over them. It can’t be the job of the Transformation or Strategy team to achieve them.

Before setting goals, it’s very important to have a clear and shared vision for what the company should be in becoming digital. And it must be completely aligned with the company’s strategy.

Multiple companies have spoken of starting their digital transformation and have focused on the acquisition of technology and not on determining what the business priorities, business drivers, expected results, digital initiatives and what the roadmap to follow will be to achieve those goals. This focus on technologies and not on business objectives has led multiple organizations to enter into project development without a clear use case, scaling it and ending up immersed in pilot purgatory. If we do not want to fall into these scenarios, it is extremely crucial to define the steps from a why to a how perspective. Dont forget, this business priorities and objectives need to be SMART and horizontal to the organization.

The exercise of storytelling is at the core of Transformation. Change induces uncertainty and communicating frequently and transparently is the only way to transform WITH people, not simply transform them. Is your team able to articulate why change is needed? What does it mean to them? And how to get involved and do their part?

Acredito que a cria??o de um programa de transforma??o cultural é crucial para aprimorar a comunica??o. é essencial desenvolver conteúdos de treinamento abrangentes, desde webinares até treinamentos executivos, para todos os níveis da organiza??o. A realiza??o de eventos ao longo do ano, que reúnam especialistas do setor e apresentem casos de sucesso internos e externos, é vital para inspirar e acelerar a agenda de digitaliza??o. Comunicar de maneira clara e inclusiva, democratizar o acesso à informa??o e apresentar de forma equilibrada os resultados tangíveis e os planos de longo prazo s?o práticas fundamentais para o sucesso dessa iniciativa.

Estou plenamente convencido da importancia de estimular e criar espa?os de cocria??o acessíveis a todos os colaboradores. Quando s?o guiados por desafios específicos e pelo impacto positivo que podem gerar através da experimenta??o e valida??o de hipóteses, diferentes áreas da empresa conseguem colaborar efetivamente, unidas por objetivos comuns. Fomentar essa colabora??o, orientada por uma miss?o compartilhada, é essencial para alcan?ar resultados significativos e sustentáveis. Na BASF criamos o programa AgroStart, uma plataforma de inova??o aberta que tem como uma das finalidades a colabora??o entre diferentes áreas e expertises.

Sponsorship is also key. Support the sponsors of the change to be visible, use a consistent narrative, be transparent and inspiring. The expectation of what being a sponsor means needs to be clear to them and they need to be supported to achieve true sponsorship.

Be at the front and center. It's coming, so instead of letting it happen to you, be a part of it happening to the organization. Be the one testing it and helping others learn. Offer to help research and be the first to volunteer for new processes and technologies. You'll be ahead of the curve instead of behind. And you are recognized as a leader. Win Win.

I had the opportunity to develop multidisciplinary work sessions with c-executives and directors of transnational companies in different parts of the world. Something that always used to be reflected is work in silos, a big barrier to breaking down in organizations and improving communication between groups was the area of opportunity, therefore these sessions of a couple of days using design tinking, agile strategies, lean, etc. They promoted improvements that will not only lead to defining goals and having a clear roadmap, but also helped to understand that digital transformation is the task of the entire organization and not just of a group or some leaders.