Comment les dirigeants peuvent-ils gérer le changement pendant la transformation numérique ?

O grande desafio da liderança é o aprendizado contínuo que permite ao líder se manter atualizado e portanto sempre a frente de seus liderados, podendo assim exercer a sua liderança na plenitude e não administrando sua posição para não perder a posição,

Understanding your readiness is crucial, as a single action alone makes little difference. Rather, multiple spontaneous interventions, simultaneously activating various change levers, are critical for any transformation. This is particularly true for digital transformation, which requires an agile pivot to adapt to rapidly changing market and technological trends. Strategy, products and services, organization, systems, skills, culture, and leadership – all these aspects need thorough review and revitalization. It seems to me that many successful tech giants place culture at the heart of their corporate strategy and transformation. Without being prepared to manage a cultural transformation, the likelihood of success is significantly low.

In my opinion, before you consider change, you need to understand if the change initiative is a priority. Change can be exciting and be a promise of better but sometimes taking a breath and accessing if it’s needed and if yes, When is a good time to start? Who needs to be involved in checking the priorities ? Get more thinking in the game. Listen and learn from others . But also listen to yourself.

Not only do you need to assess the readiness for the transformation change you also need to ensure that the business, leaders and the people are ready to undertake change at a speed they may not have been used to. There are still a lot of companies who run a traditional project and change process and most transformational change I have been part of work at a speed is hard to follow or adopt to. Especially when working with external consultants and providers whose agile process can be overwhelming. So don’t just look at the change it’s self look at the pace you currently work as be sure to have a plan in place to cover ways of working as well. It will make or break the people and the program.

Starting any transformation with an honest appraisal of the start point, a clear understanding of the why and a good vision for where you want to be has to be a good thing for any leader. It's important to be honest and not wear rose tinted glasses. It's possible to be honest, realistic and positive about the change. If you need to gain more insights into what the possible challenges might be, what the skills gaps are (for you and those around you), be curious, and keep listening. Often there can be a tendency to be so positive about the need to change and the why, that any concerns at this stage are brushed off as negativities rather than good data for the change itself. Be open, curious and listen, it will serve you well.

Soyez vous même et toute l’équipe dirigeante, démonstratifs du changement Mieux que ce que vous pourrez dire, motiver, argumenter c’est ce que vous donnerez à voir de vous, qui impactera la dynamique du changement des collaborateurs . Êtes vous au clair avec les innovations digitales que vous pouvez mettre en œuvre et incarner vous même en interne ? Avez vous pensé à nommer un co dirigeant comme ambassadeur convaincu de la transformation ? Laissez le collectif exprimer les besoins, contribuer expérimenter , s’ajuster en mode collaboratif. Communiquez sur les expériences, célébrez avec les métiers les plus belles avancées . Racontez ou faites leur raconter l’histoire avant , après, soulignez les bénéfices et propres apprentissages.

An additional practice is to recognize and encourage those who are actively demonstrating the change effort. That means checking on individual adoption and showcasing the benefits to others inside and outside the team. Discuss the tools in your 1:1 meetings, and share how it can help improve a process, then share results to upper management to drive further organizational adoption as they see its impact. This involves deliberate, consistent follow-up as part of the overall project plan. Acknowledge changes in job responsibility along the way.

People are naturally resistant to change, and that includes leaders. On the other hand, change is a sine qua now factor for growth and advancement. As leaders, we should constantly look within ourselves, and intentionally seek to develop a constant readiness for changes that will allow us and the companies we lead to reinvent ourselves and thrive in a highly volatile environment.

Clear Vision: Articulate a compelling vision aligned with organizational goals. Innovative Culture: Foster an environment that values experimentation and continuous learning. Inclusive Leadership: Engage stakeholders at all levels, promoting transparency and trust. Agile Practices: Embrace agile methodologies for flexibility and quick adaptation to change. Leadership Competencies: Invest in leadership skills, resilience, and adaptability. Data-Driven Decisions: Leverage data analytics for informed decision-making throughout the transformation. Mitigate Resistance: Address concerns proactively through open communication and dialogue.

It’s important to acknowledge that, sometimes, the company vision won’t fit with the employee’s vision for themselves. Where the digital transformation means significant changes to roles, or even the disestablishment of roles, be straight up about that. Then provide advice on how those employees should navigate the change, be that through career counseling or being open to learning new skills. If you try to make out that digital transformation is great for everyone, you’ll lose trust pretty quickly. Be realistic, then optimistic.

Clear Vision and Strategy: Leaders must have a clear vision of what the digital transformation is supposed to achieve. This vision should align with the overall business strategy and objectives. Clearly articulate how the transformation will benefit the organization and its stakeholders.

The best leaders not only create clear and measurable objectives for the digital transformation, they work with change agents within their teams to break down the transformation into manageable phases, setting realistic milestones. When ever I had leaders who Fostered open communication about the digital transformation process and provided open and candid regular updates to keep employees informed about progress, challenges, and upcoming changes, the team was onboard with the changes and they engaged employees in the planning and decision-making processes. While also encouraging feedback, and consider incorporating ideas and concerns into the transformation strategy.

While communicating (i.e. translating ) the vision in a compelling shape does sustain the transformation effort, employees may find themselves at a loss for " what's in it for me" and at the same time the short term gain; they will also.need assurance and certainty from their leader, failing to provide them will impede the transformation pace.

When I am working with leaders I share the four P's for communicating change - Picture (vision and end result), Purpose (why), Part (how everyone can contribute), Plan (the milestones along the way). The key to effectively communicating vision is to engage hearts and minds. Logic is rarely enough to excite anyone to make change a reality. Instead paint a picture of what success will look and feel like. Use stories and creative ways to help reinforce the message. Another great resource is the book Visualeadership by @Todd Cherches.

Most people are concerned about the change as Management initiative and how it affects their job after change. Leaders job is to mitigate this fear all through the change.

During my career I have kept my own vision for my work and contribution to companies. And it is: support companies and individuals in their development. Sometimes it was as hard as restructuring and other tines it was building good to great (companies and people). To lead people management needs a vision and it is needed on many levels. One of the main motivators for employees is to see the purpose and know how they contribute to achieve it. Now we need to add digital tools and AI as support for our vision, our growth and maybe use help of AI to set our development goals.

Il est en effet primordial de partager la vision de l'entreprise à ses collaborateurs. Cela donne du sens et cela rassure. Cela vous permettra également d'identifier les réticences de certains, les freins au changement. Impliquer son équipe et chacun des collaborateurs dès le démarrage est clé. Pour cela il est important de leur expliquer la feuille de route, leur rôle et leurs responsabilités à vos côtés. C'est aussi leur permettre de s'exprimer sur le sujet, d'apporter des idées pour qu'ils s'investissent d'autant plus. Enfin identifier les plus moteurs (ce qu'on appelle vos ambassadeurs) vous assurera un relais à toute épreuve.

I really appreciated seeing the desired outcomes included in this post. Quite often, I see all other elements are present but a clearly articulated outcome - the 'what the world will look like once we've arrived' - is so often missing or, at best, it's vague and intangible. A clear outcome paves the way for success to follow. Without knowing where one is going, it is impossible to get there.

In my experience it’s important to take your employees on the journey and also manage the transition required to upskill them. When they feel supported and valued change becomes much smoother. Also it’s important to track adoption and compliance of new methods.

Be real with people. Peer to peer, adult to adult. No one wants a whitewashed version of reality. Stay away from consultant-speak words and stick to concrete nouns that actually mean something.

Digital transformation means quite often stepping out of your comfort zone. It is truly important to make feel the team truly engaged and supported as the change succeeds only if the participants feel sure and comfortable. Engaging means explaining the goal and rational, showing some quick wins to keep up motivation and being there for any questions or setbacks.

Use short sentences and strong verbs. Ask about people’s state of being - what’s been on their mind, then listen without interrupting and pay attention to the stories they share. It builds connection and invokes empathy. Demonstrate that they were heard and understood.

Key things for me: - Listen - Act as a role model - Involve - Show them that they are important - Share information continuously (big pictures - smaller details as the project is developing) - Be available for team members

In my opinion, engaging the team starts with listening and embrace the uncertanty that a transformation can bring to some members. And even if you don't have all the answers (you'll probably not have), get their commitment to seek the solutions or alternatives. This way, they will feel part of the process.

Make your team members a part of the process and they'll contribute with their best abilities...try to inculcate sense of ownership

It is not only about recognising success and wins but also to encourage the team to explore, try new things even though not everything will succeed or yield the expected results. Thus it is important to accept and at times welcome those setbacks to create an environment where people dare to try.

La réussite du changement dépend de son adoption pour l'ensemble des collaborateurs. Cela prend du temps, surtout au démarrage, mais ensuite, les premiers freins levés, les premières émotions gérées, c'est la puissance du collectif qui emporte la mise en œuvre. Et lorsque 15% des collaborateurs ont adopté le changement, on s'approche du point de bascule et de l'accélération, alors ménagez les équipes est un gage de succès!

In my experience in airport operations, integrating collaboration and innovation into a traditional operation control center environment can be challenging. It's important to address concerns about fear of making mistakes and encourage a culture where staff feel comfortable speaking up with new ideas. Providing training on collaboration skills and fostering an environment where failure is seen as a learning opportunity can help alleviate some of these concerns. Additionally, recognizing and rewarding employees who take initiative and contribute innovative ideas can further motivate staff to embrace digital transformation efforts.

Often enough some leaders believe the digital transformation impacts their team but not themselves!! While it is quite the reverse. Digital transformation also means different way of managing and leading. When the AI takes over several of the decisions you were asked to make in the past what is left for you? Thus you also need to reflect on this new leader you need to be and the skills you need to reinforce or acquire to still be effective and successful.

How change is managed can also have a critical impact on the wellbeing of employees. Health and wellbeing at work is strongly linked to having a degree of control over the job and how it is done. Giving employees a voice in how change is managed can help to maintain their sense of wellbeing. Badly managed change can cause long-lasting resentment and ill feeling that can lead to a breakdown of trust which damages employment relations and morale. To manage change affectively it is also important to: -communicate and consult, demonstrate strong leadership, engage and use a solution-focused approach and encourage team building.

A skill neglected at times is developing the ability to story tell. In my experience leaders who are able to share the vision using stories, communicate easily and clearly, are able to better capture the hearts and minds of employees.

Certainly, technical expertise is crucial for steering through digital transformations. However, we must not underestimate the vital skills that accompany leadership in this brave new online world. Effectively leveraging technology, navigating new rules with clarity, communicating business goals, managing changes in roles and responsibilities, fostering an online community and culture—all demand an enhanced level of emotional intelligence from every manager and leader in the game.

For leaders it is always good to connect with others leaders at the same level and ensure they have a support system to share their experience, the actions they put in place for their teams and, of course, to share how they are coping with change themselves. Not feeling alone is key for a successful transformation.

Desenvolver competências na área da gestão emocional, do coaching e da mentoria serão determinantes para um líder ser bem sucedido na transformação digital. Conciliar as necessidades organizacionais com as das Pessoas, é uma tarefa desafiadora que os líderes terão de estar preparados. Technical skills, na área digital, são também muito importantes, para que as mudanças sejam serenas e efetivas.

Development is so widely advised. One understands that it is necessary for not only the Leaders to go more digital. However, as long as the "recruitment" trends of telling people that they are "overqualified" or their experince is too broad for the position; we will still be missing a point. Even though, I do encourage everybody to develop new skills as it is not going to be so scary for one at the end of the day. Not to mention necessary :)

- Continuous skill development is crucial for leaders in the digital age - Remaining open-minded and adaptable to change is important - Staying updated with technology trends through research, workshops, and networking is key - Cultivating a mindset of continuous learning and experimentation is necessary - Effective communication skills are essential for leading digital transformation - Developing emotional intelligence and empathy can foster a positive work culture - These skills can help leaders successfully navigate the fast-paced digital world.

In digital transformation, the most valuable skill a leader can develop is coaching. It’s not about being the expert in every field, but about guiding your team to find their own solutions. Coaching empowers individuals, leveraging their expertise to navigate challenges. This approach transforms leaders into facilitators, fostering a culture of innovation and self-sufficiency. By focusing on coaching, leaders can elicit better solutions, as team members become more adept at problem-solving. This skill is essential in steering a successful digital transformation, ensuring the team is equipped and confident to drive change.

During challenging phases of digital transformation, seeking support is key. While internal feedback is valuable, gaining external perspectives is crucial for unbiased insights. Connect with professionals both within and outside your industry who have navigated similar transformations. These interactions provide fresh, diverse viewpoints, helping you see beyond organizational biases. As a leader who’s often in a coaching role, seeking a mentor can be more beneficial than a coach. Mentors offer wisdom and strategies drawn from their experiences, offering guidance to tackle complex issues. This broader support network is essential for personal growth and successful navigation through transformational challenges.

Other ways is to find employees in your organisation at different levels who may be passionate about the transformation and are willing to be advocates and change leaders to help influence and drive it in their spheres of influence.

Everyone knows something we don't and asking our team for support as well our peers is important. Often as a leader we think we need to have all the answers. We don't!

Willst du schnell gehen - gehe allein. Willst du weit gehen - gehe mit Anderen. Wenn du nun schnell weit gehen willst - mach dir Gedanken, wie du nicht nur externe Experten, sondern auch vor allem interne Multiplikatoren im Unternehmen finden kannst, um in kleinen schnellen Teams Fortschritte zu machen ... Und manchmal kann ein Team auch mehr Fahrt aufnehmen, wenn die Führungskraft aufhört, im Weg zu stehen ;)

Embarking on digital transformation? You're not alone. For challenges and uncertainties, seeking support is key. Connect with peers for shared experiences and emotional backing. Tap into the insights of senior leaders and external experts for deeper knowledge. For tailored guidance, consider partnering with a business coach. They can offer invaluable feedback and strategic support to help you reach your full potential. Additionally, 360 Business Coach and our 360 Membership provide a holistic support system, encompassing emotional, informational, and instrumental resources. Join us to empower your leadership journey in this digital era.

Parte del apoyo clave es a través del trabajo interno, no sólo con el equipo multifuncional de liderazgo del proyecto, sino además con el cabildeo, lobby, con líderes destacados de la organización, en diferentes funciones y niveles.

Creating an environment where we feel trust is critical when rolling out anything new. As we learn, it is natural to make mistakes. Consider the first time an Olympic gold medal winner started to ride a bike. They will have fallen off a few times before getting the bike upright. They probably had to get their dad or mum to help or use stabilisers. We all need help when we start something new. If we feel safe, we are more likely to ask for help and progress to competence.

The most important thing to do in a digital transformation (as in most transformations) is to ensure for team grit. Team grit ensures all team members pull the ropes together. It provides the environment of safety where fears and worries can be voice. When you realise that team grit deteriorates or is difficult to maintain and conflicts arise it is important to seek support from outside the team or outside the organisation. A neutral point of contact helps people open up and voice what is on their mind.

A transformação digital será um grande desafio para a maioria dos líderes, em especial, para aqueles que já passaram por mudanças e que tiveram mais de 30 anos para se adaptar desde o aparecimento da internet até o MKT Digital e redes sociais. Só que desta vez será diferente e terão menos de 1 ano para entenderem o que está acontecendo antes de serem considerados obsoletos. Por isso, é importante participar de eventos relacionados ao tema e conversar com especialistas.

Many a times we commit the mistake of considering ourselves alone and not reaching out to others for help. It’s critical to remember that most of the challenges are repetitive in nature and seeking support from someone who may have arleady solved a similar problem, helps in saving time.

Every major endaevor entails a smooth functioning of various pieces of the overall puzzle. And any friction, misalignments, and all that works must be reflected on and used as a means of learning. Because, the next step is to then build up on this and make sure that what works is done more of and where there is still some work, the policies and startegies are shaped so the maximum impact is achieved.

Leaders navigating digital transformation must foster a culture of adaptability, promoting open communication and continuous learning. Embracing technology shifts requires transparent communication about the vision, goals, and potential challenges. Prioritizing employee upskilling ensures a workforce equipped for evolving roles. Leaders should lead by example, demonstrating agility and resilience. Regularly assessing progress and soliciting feedback facilitates agile adjustments. Ultimately, successful change management in digital transformation demands a blend of strategic foresight, effective communication, and proactive talent development.

Think about compensation in 3 ways; 1. take pay concerns off the table by getting (marginally) ahead of market on fixed pay for key talent 2. Introduce milestone-based variable pay in the transitionary phase 3. Gently reintroduce more standard variable pay as the new world comes into place - gentle targets to start with so most everyone gets a taste of new success then ramp up the performance metrics as you reap the benefits of the transformation

Digital transformation has been with us for a while, right? I would like Leaders to learn what the new options are in the market, reflect on the current processes and adapt to the constantly changing environment. At the same time not getting too focused on changes for the sake of the changes. Learn, Reflect, Be Reasonable :)

On the surface 'reflect and Learn' seems relatively simple; what happened? why? what did I learn? What can I change? I encourage you to dig a bit deeper. Learning can be realized from any circumstance when approached with a process mindset. Asking 'what happened?' Be as objective on your role in the situation as possible avoiding blame and projections onto others. Asking 'why did it happen?' Ask why a few times and really dig to the root. Consider asking what assumptions did I make about the situation that turned out untrue. What does the assumption teach you about yourself? Asking 'What can I change?' Recognize that habits run deep mentally and changing them requires strategy, motivation, effort and grace.

As you seek support, I also would consider Ensuring alignment among leadership teams regarding the vision and goals of the changes as Strong leadership provides a consistent message and direction for the entire organization. Another thing to keep in mind is to Identify and cultivate change champions within the organization. These become your change agents and then Empower these individuals to lead by example and inspire their peers to embrace the changes. In my experience if you anticipate resistance , then it’s better to proactively address concerns by addressing the benefits of the digital transformation and help employees understand how it positively impacts their roles.

Part of this process is also to observe your personal mindset. Change (especially rapid change) can trigger our inner insecurities. Often the response is resistance or trying to control everything. This is not the best strategy as it leaves you depleted. Try working with personal development experts that can mirror your specific mindset blocks and help you transform then. This will also excel the digital transformation.

Da die "Digitale Transformation" nicht als zentraler Masterplan ausgerollt sondern sukzessive im Unternehmen erdacht, erstritten, erdiskutiert und erarbeitet werden muss, sind Anleihen aus dem agilen Arbeiten wie das Denken in MVPs und das Vorgehen in Sprints durchaus hilfreich. Gerade auch die Diskussion von Widerständen und das Schaffen von Räumen, in denen diese offen artikuliert werden können, um diese in konstruktive Energie ist zwar oftmals nicht einfach - aber meist lohnenswert.

Embrace a Learning Culture. Leaders are coached to champion a growth mindset, fostering a workplace that views digital transformation not as a challenge, but as an opportunity for skill development and innovation.

Why? How? What? 'Clarity' to these 3 basic questions is the most critical piece which the Leader has to provide. This is also know as Commander's Intent. This helps the Teams to manage the Change transition effectively. The benefit led by DT for all stakeholders need to be understood by everyone (Customer, Employee, Shareholder, Supplier). That's the Why. The DT Roadmap built should be known to everyone. How will things change? Many a times the people very close to the DT project know everything, but the folks who get impacted in the journey do not understand this. What is required to be done by each person? This helps everyone to know what is expected from them and the role they will have to play.

1. Effective Communication: Open and continuous communication is crucial. Leaders should regularly update employees on the progress of the transformation, its benefits, and how it will affect them. This reduces uncertainty and resistance. 2. Cultural Change: Digital transformation often requires a shift in organizational culture. Leaders should foster a culture that embraces change, innovation, and continuous learning. 3. Employee Involvement: Involve employees in the transformation process. Seek their input and feedback. This not only provides valuable insights but also helps in gaining their buy-in and reducing resistance to change. 4. Training and Development: Provide adequate training and development opportunities to employees.

One thing to keep in mind is that transformation is being carried to serve a purpose and an end user. Technology and digitization can be luring at times which leads to overcomplication of usability at the user's end, be it an employee or a an external stakeholder as both are eventually your customer. With every step of the way, a lead of transformation needs to ask "what purpose is this serving" and "how will this make users' life easier?".

Additionally, for any Change implementation to be successful it is important to address some of these questions:_ What is the Change we are wanting to bring? How is it aligned to the larger goal/purpose? How will it benefit the Org/Stakeholders? What could be the potential derailers to this change process and how can we mitigate them? What would success look like once the Change is implemented? What is the support you need to get the Change implemented? How would you ensure you sustain the momentum? Regards

Tech is here to stay. But minimize it as much as you can in your most significant communications. Humanize leadership again. You’ll win. I promise. And stay off your cell phone.

I would also add when ? to the why ? how? what?, in order to give people a sense of the envisaged timeline and journey. This may change sometimes which is ok and can then be communicated with reasons etc. Not having it clearly communicated has an impact on expectations, delivery timeleines etc for all stakeholders.

If you don't keep abreast of the technological and digital tools available to you, you're going to get smoked. But if you over-rely on them and they become Maslow's Hammer, you're going to become a commodity without a Brand. Only the human experience can amplify a brand. All purchase decisions are made from an emotional place, after all. And there's no substitute for the human, empathetic, thoughtful compassion that comes from direct human engagement. It's about each business and each leader finding the right balance - It's not a zero-sum game.

1. Clear Vision Communication: Articulate a clear vision to inspire and align teams with transformation goals. 2. Empowerment Through Training: Equip teams with the necessary skills through comprehensive training programs, fostering confidence in navigating digital changes. 3. Agile Implementation: Embrace agile methodologies to adapt swiftly to evolving digital landscapes, ensuring flexibility in the face of uncertainties. 4. Cultivate a Change Culture: Foster a culture that embraces change, promoting innovation, resilience and collective commitment to successful digital transformation.

Clear Communication: Communicate reasons and benefits clearly. Involve Employees: Engage, address concerns, and provide training. Adaptability Culture: Foster openness to change and new technologies. Realistic Goals: Set achievable milestones for motivation. Tech Integration: Seamlessly integrate tech aligned with goals. Feedback Loop: Continuously address challenges and refine strategies. Leadership Support: Demonstrate unwavering support and guidance. Agile Approach: Embrace flexibility and quick adjustments. Data-Driven Decisions: Use data for informed decision-making. Celebrate Success: Acknowledge and celebrate achievements

Digitalisierung ist eine sehr komplexe Aufgabe, die systematisches Vorgehen erfordert. Es geht um Technisieren und Vernetzen. Plattform-Business ist der Kern der Digitalisierung. Die Komplexität bekommt in den Griff, wer eine stetig lernende Organisation aufbaut und zuerst das Team digitalisiert, dass die Digitalisierung stemmen soll. Die gesamte Kommunikation muss auf eine Plattform, eine digitale Kollaborationsplattform. Damit wird sichergestellt, das jeder im Arbeitsprozess in Realtime die Informationen zur Verfügung hat, die für den nächsten Arbeitsschritt erforderlich sind. Agile Arbeitsweisen und kartenbasierte Systeme wie Atlassian Jira oder IBM RTC sind hier eine gute Grundlage. Email, Group-Chat, sind dazu eher ungeeignet.