Tm book
- 1. INDIAN INSTITUTE OF TECHNOLOGY ROORKEE Book Review On: Presented By: Akanksha Gautam (16810007) Pooja Dhaka() Bhilware Nikita() K Suryakumari() Suman Mandal() LEADING DIGITAL Turning Technology into Business Transformation
- 2. 2 Chapter 11 Mobilizing the organization
- 3. 3 Whether the organization is mobilized enough for the digital transformation Signaling Earning the right to engage Setting new behavior Three aspects of measuring
- 4. 4 Signaling the organization effectively Whether the ambition and benefits of digital transformation is communicated clearly enough within the organization or not. Send signals • Signals can be performance driven • Signals can be organizational • Signals relate to visible branding of the transformation Explain benefits clearly • Only sending the signal is not enough • Have to take care about what the employee and the stakeholders are understanding. • Have to make them understand why it is beneficial for the ease of the work Use all available communication channel • Usage of all available digital platform within the organization • video • enterprise social networks • webcasts • intranets
- 5. 5 Earn the right to engage Encourage the leadership to become role model Design a detailed implementation plan with the people responsible for its success Identify and engage the people in the organization who are willing to take the risks for the changes Find some early quick win to motivate the people inside or outside the organization
- 6. 6 Setting new behavior for the organization • Digital technologies are changing the ways of collaborating, communicating in other words the moral contract between companies and employees. • The cultures and work practices within organizations basically the functionality and structure of organization are changing. • Digital technology allows for different and more transparent ways of sharing information within an organization. • Executives must make visible changes to work practices, encourage adoption, institutionalize new work practices, and learn from failures as they gain more knowledge.
- 7. 7 Visible changes to work practices Encourage adoption, not deployment Learn to fall Institutionalize the new work practices
- 8. 8 Make visible changes to work practices • Make sure that the most important managerial decisions taken are based on the data and analytics. • Lead from behind i.e. let the self-organizing team to solve all the problems. • Be the customer oriented. Make a platform where the customers can easily communicate with the organization. • Accept the risks to advance the culture within the organization. Something like having an internal social network for the employees to show their frustration.
- 9. 9 Encourage adoption, not deployment: • Organizations should adopt the new technology rather than deploying it. • When anything new digital transformation is being introduced inside the organization make sure that the employees are actually using the technology in order to have improvement rather than just talking about the digital transformation. Learn to fall: • Not everything which has been tried will succeed. Whenever something new is being introduced there will be a risk of being failed. Organization should be courageous enough to take the risks. The organizations should learn from their mistakes and come up with something new.
- 10. 10 Institutionalize the new work practices: • Use the power of digital tool to the limit of capability. Encourage the new ways of operation to be the new routine of the organization. • To make the new changes routine the organization have to find suitable and capable people who will lead the role in transformation.
- 11. 11 Index • Mobilizing: Make (something) movable or capable of movement. • Transformation: A marked change in form, nature, or appearance. • Stakeholder: A party that has an interest in a company, and can either affect or be affected by the business. • Digital roadmap: A strategic document and a canvas that helps to visualize the future. • Adoption: choose to take up or follow • Deployment: the action of bringing resources into effective action.
- 12. 12 Chapter 12 Sustaining the digital transformation
- 13. 13 • It is very easy to propose change but it is very difficult to maintain the momentum of the change. • It often happens that the skill gap makes the rapid change impossible for the organization. • New digital practices are needed to be rooted into the customer experience, operation and the way of working.
- 14. 14 Ways of sustaining digital transformation Building foundation capabilities Aligning reward structure Measuring, monitoring and iterating
- 15. 15 Building foundation capabilities It is very much necessary to build or reconstruct the organization to cope with the digital transformation. Digital skill Well-structured digital platform Strong IT-business relationship
- 16. 16 Building of Digital Skill • A strong and relevant skillset is required for any operation. At the time of digital transformation one need to understand their skill gap. • Organization also need to make their top level employees well aware of the technology. • Organization need to bring innovation in their recruitment strategy. If needed one has to look outside the organization or make pact with educational institution to get the early exposure to the valuable skill. • Well-structured training program: – Only by the training we can increase the digital awareness among the employees, make the comfortable into some digital technology. – Setup their own digital university to train the existing employee and make technologically skilled future employees. – Employee exchange program with the partners to improve digital skills.
- 17. 17 • Partnership with the capable organization in order to have technological advancement. • Acquiring the small but technologically advance organization. • Incubation is another way of making the organization technologically advance. Building strong digital is essential to secure the sustainability of the digital transformation program.
- 18. 18 Building of well-structured Digital Platform • A well-defined digital platform is required as it provides the information needed for making decisions and the coordination needed to power the process. • Digital platform is a coherent set of business processes along with supporting infrastructure, applications and data. • It should be well defined and well managed.
- 19. 19 Developing a strong IT-business relationship • IT-business relationship is important in order have the constant supply of the technology which is required for the business. • Understanding between IT and business is very much essential. • More the IT is aware of the business more they will provide digitally advance solution to the business problems.
- 20. 20 Reward • Reward is thing which binds the organizational goals to the goals of the employees. It is required to motivate them towards the change for the betterment. – To align the structure organization have to start from the top level of employee such as the board members. • Smooth operation throughout the all level of employees is very much required. – There should not be any kind of conflicts in reward program. • Always the financial reward program doesn’t work as a motivation to the employees. – Intangible incentives such as status, reputation, recognition, expertise and privileges are more important.
- 21. 21 Measuring and monitoring It is very important to keep progressing in the field of digital transformation because the world doesn’t stop in case of development. If any organization stops the development after sometime then it will be outdated in a matter of time. Organization need to take several measures in order to track and measure the progress: • strategic scorecard • initiative level business case • review process
- 22. 22 Index • Sustaining: strengthen or support physically or mentally. • Skill gap: A gap between what employers want or need their employees to be able to do, and what those employees can actually do when they walk into work. • Reward: give something to (someone) in recognition of their services, efforts, or achievements. • Orchestrate: plan or coordinate the elements of (a situation) to produce a desired effect • Reverse mentoring: refers to an initiative in which older executives are paired with and mentored by younger employees on topics such as technology, social media and current trends.
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