Digital transformation is the short term horizon
Corporations continually transform themselves, and the pace of transformation will keep increasing. In fact, every time a corporation implements and executes on a new strategy, there is bound to be a significant transformation exercice. Digital transformation is the transformation of our corporate age: for HR, digital transformation involves transforming collaboration through social or digital technology and enhancing or automating activities through advanced analytics, data leverage and algorithm development. These are short term transformations, but other technologies are in the radar and they will bring about further evolutions (neuroscience, extreme mobility, ...).
For HR, Transformation projects will necessarily include one of all of the following digital dimensions: adopting a cloud-based HRIS, defining and deploying an analytics strategy, redefining work by task and activity automation or improving the employee experience through a consistent portfolio of digital approaches.
Conveniently addressing digital transformation requires an intimate understanding of the scope, depth and rhythm of the changes it will bring about; and then, the application of carefully chosen transformation approaches, that take into account these three variables.
Usually, key issues found in transformation programs stem from its inception
For digital transformation, some additional questions need to be asked:
For HR, Transformation projects will necessarily include one of all of the following digital dimensions: adopting a cloud-based HRIS, defining and deploying an analytics strategy, redefining work by task and activity automation or improving the employee experience through a consistent portfolio of digital approaches.
Conveniently addressing digital transformation requires an intimate understanding of the scope, depth and rhythm of the changes it will bring about; and then, the application of carefully chosen transformation approaches, that take into account these three variables.
Usually, key issues found in transformation programs stem from its inception
- Have we clearly understood the readiness for transformation? Deep transformation demands investments, overtime, new mindsets and a high level of energy. Readiness is not a consulting concept but a key pillar of any transformation.
- Have we clearly communicated the vision of the transformation? This is not about communicating the strategy, but about the conversations that have taken place with people impacted by the transformation. Until they are willing to commit, the communication effort needs to get going.
- Is our transformation team skilled and legitimized to lead the effort? People will usually trust past champions with new transformation programs. But past champions are often not skilled for new transformations. Building a transformation team is an important talent issue and should be treated as such.
- Have we ensured that the employee experience resulting from transformation will be improved? Finally, the transformation will be felt on the front lines. If the Employee Experience is not improved by the transformation, it is unlikely it will succeed.
For digital transformation, some additional questions need to be asked:
- Have we conveniently measured the impact of the transformation in the nature of work and the way of working (fundamentally transformed occupations, new jobs or activities needed, disappearing activities)?
- Are we certain that existing talent frameworks (mainly, competencies frameworks and potential models) will be useful to govern choices in the new organizational environment?
- Are C-level officers and other leaders really and personally engaged in this transformation and aware of its outcome?
Assisting Strategy and Business Leaders in digital transformation success
We leverage strategic awareness, transformation experience and deep talent and technology expertise to help business leaders design and lead their digital transformation programs. Additionally, we leverage our expertise of new collaborative approaches to enhance these transformation programs. Our approach includes:
- Market and best practice research and benchmark, including leading-edge digital technology
- Digital strategy design workshops
- Problem-solving approaches and organizational design approaches
- Cloud-based HRIS analysis
- Change readiness and change capacity analysis
- Transformation program design, action plan design, feasibility and ROI analysis
- Digital transformation governance design
- Transformation assistance (PMO or light assistance)
Examples of our work
- Assisting in the HR Transformation of a Telco supplier, by linking HR transformation with cloud-based HRIS deployment
- Assisting in the design of the Digital Transformation Program, leading Canadian bank
- Assisting in the design of the marketing department digital transformation, leading Canadian media player
- Leading design and deployment of the digital corporate university, French P&C insurer
