Change Management for Digitalisation The New Competitive Advantage

Charles Darwin aptly said “it is not the strongest or the most intelligent who will survive but those who can best manage change”.

This is the first of a six part series of articles exploring the impact of changing business models on our people practices. Your feedback and contributions in the comments section are welcome.

Why do you need to RE-culture for digitalisation?

As technology changes the way we make, communicate and deliver the value of our products and services to the market, the formula to enhance our people’s willingness, ability and readiness to adapt to the fast evolving customer and value chain expectations doesn’t yet have a playbook. The impact of aftershocks on internal customer contexts caused by the shifts in our value delivery models constantly require a joint-reassessment to uncover the emerging workplace and lifestyle re-adjustments demanded of our workplace and practices, followed by sometimes a critical need for safe experimentation of how to handle them.

In this era of changing business models based on technology it is imperative that we consider the impact of these changes on our people and re-think not only the things we do, but also how we do things in order to deliver relevant value to both our internal and external customers. As customer success factors evolve so should our attitudes and practices in measuring performance, attributing and rewarding contribution, developing potential and managing people risks.

Optimizing your workforce plan for digitalisation therefore requires a continuous auditing of the cross section of layers of processes, practices, tools and approaches supporting your internal customer touch points. Trust and lessons developed from authentic joint-experimentation of what works best will form the basis of stable expectations and performance requirements. From these accurate trends and contextualized insights only, will you be more confident in re-purposing your workplace practices for digital resilience.

Just as your colleagues in R&D, ICT, Marketing and Operations are grappling with keeping up with demands of external cheque-paying customers, your challenges albeit internal remain about people engagement, development, maximum value extraction and attrition. Your re-invention approach needs to not only vigorously protect your internal customers from the war on talent but promote your workplace as a “love to be space” with authentic relationships, relevant rewards and cost effective resourcing to facilitate delivery of results that are both meaningful to each of your people and aligned to team and organizational goals.

Hitting this moving target with a lot more certainty and success will be the result of transparent joint re-invention and re-configuration of our people practices and investments for each individual, team and corporate level.

This practical and profitable approach to bring clarity, connection and commitment in a dynamic and probably turbulent internal environment is what we refer to

AS CO-CREATED RE-CULTURING FOR DIGITALISATION which helps you appreciate and navigate why;

·        Change management is a part of everyone’s job everyday

·        Automation was about efficiency, and digitalisation is about the essence of people’s contribution

·        Your Employees are also global consumers with global workplace expectations

·        Digitalisation Has High Returns but Even Bigger People Risks

·        The line between personal and professional is fading fast.

We love to help you with the tools, skills and methods to contextualize, re-culture and institutionalise people-centered practices necessary for profictablsuccess of digitalisation efforts.