Perhaps because of a long and successful history, your organization is still very much a siloed culture with teams involved in technology and digitization still having different objectives and timelines. There is a conflict between a silo-based management structure and the achievement of integrated targets relating to the upgrading and digitization of operations. Often, we see various technology projects in a state of change, and so are tricked into attempting to “freeze” other developments. Instead we should think about a more integrated and agile based project management approach.
Performance management and the consequences of non-performance are embedded in the practices and culture of the organization’s management. A digital transformation will play into the historic practices, firstly by making actual performance results visible for all to see. The effect of this visualization is usually a closer adherence to performance metrics. The second influence digital has is that it does not “forget” and the track record of daily results are more easily accessible and discussable. Thus, variance between individuals and frequency of non-performance become easier topics to react and improve upon.
Behavioral processes involve many discussions about the transformation from a motor-visual work experience to a screen-based interpretive experience. More importantly, the conversation is about behavior shifting work from an “artisanal skillset” to a “process based skill set.” We are moving people away from trusting their instincts and guts to trusting data on screens. As long as people experience “utility value” in the screen based information, this transition is not hard to manage. The desire and need for data is also driving change, and this is key to getting people onto screens.
Change communication and change management is part and parcel of a digital transformation. The change process starts with an agreed upon strategy and road-map giving clear guidance to what is expected throughout the organization.