Digital transformation goes beyond technology. Here's a simple truth: only business leaders, managers, and end-users can realize business benefits. Let's explore why this is accurate and address potential criticisms.
IT is crucial for digital transformation. However, it has no inherent value. Real value comes from people who use IT effectively. On-stage roles like business leaders, managers, and end-users actively drive change. Off-stage roles like technical project managers, HR, and change managers support them.
To ensure everyone knows their role, Prosci® recommends using "I/BY" statements. I've created job descriptions for each role and invited everyone to subscribe. Job descriptions include responsibilities, challenges, resources, focus areas, main activities, and time estimates. The goal is to create an agreed statement of intent and ensure everyone agrees to their responsibilities.
Without agreement among team members regarding their roles, it can lead to confusion and inefficiency.
Without clear job descriptions and an agreed statement of intent, team members may not fully understand their responsibilities and may not know what is expected of them.
This lack of clarity can lead to duplicated efforts, tasks falling through the cracks, and team members stepping on each other's toes. Moreover, if individuals do not agree to their responsibilities, they may not feel committed to the team's goals, resulting in a lack of motivation and subpar performance. To avoid these adverse outcomes, it's essential to ensure everyone is clear on their roles and responsibilities and agrees to them.
People matter more than technology in digital transformation success.
Prosci's ADKAR™ model (the innovation/decision process) emphasizes people's roles in change:
Awareness: Leaders, managers, and end-users understand the need for change.
Desire: End-users embrace the change.
Knowledge: Teams acquire new skills.
Ability: Everyone applies their skills to achieve outcomes.
Reinforcement: Leaders and managers ensure lasting change.
ADKAR™ shows the importance of people in change success.
Using "I/BY" statements and job descriptions for each role is designed to help team members achieve autonomy, competence, and relatedness, essential to motivation and job satisfaction.
By outlining clear responsibilities and providing the necessary resources, team members can feel empowered to take ownership of their work and achieve autonomy.
Clear job descriptions also enable individuals to understand their roles and the expectations placed upon them, promoting a sense of competence.
Moreover, by providing focus areas and identifying challenges, resources, and time estimates, the approach can facilitate relatedness, promoting collaboration and team cohesion.
Leaders and managers play a crucial role in modeling this behavior and making it visible within the organization.
By subscribing to job descriptions and actively promoting the approach, leaders and managers can set an example and demonstrate their commitment to clear communication and teamwork.
This approach can help leaders and managers develop their skills and achieve relatedness by enabling them to work collaboratively with their team members toward a common goal.
Ultimately, leaders and managers can use this approach to promote autonomy, competence, and relatedness among team members, leading to a more motivated and productive workforce.
Criticism #1: "Don't technical experts play a big role?"
Response: Technical experts provide tools and solutions. But it's up to leaders, managers, and end-users to drive desired outcomes.
Communication and shared goals are vital for success.
Prosci's three-phase methodology highlights on-stage roles. In "Preparing for Change," leaders set goals. In "Managing Change," managers and end-users apply change. In "Reinforcing Change," leaders ensure sustainable results.
Another potential criticism:
Criticism #2: "Why involve non-technical roles so heavily?"
Response: Digital transformation is more than technical. Leaders, managers, and end-users are responsible for driving results. Involving them ensures alignment and adaptability.
Wrap Up
"Only business leaders, managers, and end-users can realize business benefits" highlights the human factor in digital transformation. On-stage roles drive meaningful change, backed by off-stage support roles.
Digital transformation success lies in people – leaders, managers, and end-users – who harness technology to achieve tangible outcomes.
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