Empowering teams, aligning markets and enabling transformation

There’s a lot I’ve learnt from my 20+ years in the tech industry – from navigating complex organisations, to the need to put customers first, and the critical importance of strong, motivated teams.

But perhaps the most important lesson I’ve learnt in recent years is this: digital transformation is not simply a tech discussion. It’s a business output discussion that will be judged solely on the value technology can provide.

That’s why I jumped at the chance to work for ServiceNow. Whether it’s driving cost-effectiveness, enabling agile decision-making, or allowing better use of human talent, the value our platform drives for our customers is huge. It is the platform of platforms for digital transformation.

As a new leader in the business, my goal is to make sure we get that message across louder than ever before. That means communicating not just who we are and what we do, but why it matters: why are we disrupting? Why are we different? And why should business leaders care?

Here’s how I hope to use my position to make that happen in the months ahead.

1. Drive alignment across the market

The Southern Region is extensive, spanning France, the Mediterranean (Italy and Spain, Israel, Middle East and Africa. It’s an area of massive diversity: every market in the region has its own particular nuances, differing level of maturity, key local industries, and specific challenges.

This diversity can be a massive strength, if we manage it in the right way.

Firstly, we need to unite as a region. Despite our local differences, we have plenty in common, and we’re all working towards the same business goals. If we can outline clear pathways to achieve those goals on a regional level as well as in-market, our approach will be far more holistic – and our gains far greater.

To make that happen, we’ll need to take advantage of the differences that we do have. Every market has its own strengths and areas for growth. There is a lot we can learn from each other, and the more we can share our individual learnings across markets, the better.

It also means being ready to challenge each other – and our external partners, too.

We can’t harness our strengths and address our weaknesses if we aren’t honest about what each and every party brings to the table. If we start with an open, honest, atmosphere, and a genuine growth mindset, we have a far greater chance of making our region the best it can be.

1. Put technology back in context

Technology is amazing. We can do things today that we couldn’t have dreamed of 50, 20, or even 10 years ago.

But when we, as consumers, talk about how technology is changing our lives, it’s not usually the tool we focus on, or what it does, but what it enables. To be very frank, most people don’t care about the nuts and bolt behind the tech they use.

 Think contactless payment, for example. It makes small purchases fast and easy, and means you don’t have to carry around a wallet. The actual radio waves and electronic tags that make that possible are, well, less interesting.

It’s the same with business leaders. Real change comes from the C-Suite, and it’s those leaders we should be approaching. But those C-suite leaders speak in terms of results, not technologies. They want to know the benefits for their business and their employees, not the features on offer.

Moving forwards, that means we need to be not just excellent salespeople, but excellent translators, too. Whichever customer we’re approaching, whatever industry they’re in, our number one goal should be to explain – in terms they understand – how we can make their lives easier.

If we can put technology back in context, we’re far more likely to make an impression.

1. Push the needle on diversity

I’m passionate about creating strong, motivated teams. Part of making that happen is understanding our individual differences, and accounting for them.

Women, ethnic minorities, members of the LGBTQ+ community, and many other disadvantaged groups often have to fight to be accepted, both personally and professionally.

That process takes time, and it takes a toll. As a woman, I myself feel I lost a good ten years of my professional life because I was concerned about rocking the boat.

 The numbers don’t lie: diverse businesses are more financially successful. But marginalised communities cannot be expected to make up the opportunity gap themselves. They need the right support, and the right spaces, to reach their full potential.

 That’s why diversity is now not enough. We need to be active allies, and take concrete actions that encourage our colleagues to be themselves, speak up, reach out, and seize the opportunities that are available to them.

 That process starts right down at the team level. If we can build teams that build trust, provide support, and encourage each and every one of us to thrive, our business will flourish.

 So whether it’s a Pride celebration, initiatives to hire employees from ethnic minority backgrounds, or a taskforce to retain and up-level female talent, I’m determined to use my role to drive allyship and inclusion from day one.

 Success is much more than business goals

 Having clear goals is essential to any business – whether it’s to grow faster, sell more, increase market share, or something else.

 But goals alone mean little. We also need vision.

 At the end of the day, both our employees and our customers should be inspired by what we do, because what we do is amazing.

 We’re helping healthcare providers to continue to supply essential services throughout a global pandemic. We’re helping to making make sure citizens get better public services. We’re assisting huge multinational energy companies in their efforts to go green. And we’re doing much more, too.

 As I start out in my new role, I want to spread the word to each and every customer and prospect about the fantastic digital transformation we drive every day. At the same time, I want each and every employee to know they play a vital role in making that change happen, whoever they are, and wherever they come from.

 It’s an ambitious task. But together there are few goals we can’t achieve.