The final push
The beginning of a journey is always marked with excitement and anticipation - the first steps filled with boundless energy and positive intent.
Towards the end of longer expeditions, the excitement has often faded, replaced by tiredness with a longing eye for the finish line. So too with digital transformation journeys. Once the
strategizing is done and innovative solutions are selected, what is left is the grind of onboarding and change management. While not as sexy as the start of the journey, this phase equally
So how to maintain the motivation and keep up the good work?
Plan & communicate the change
Before rushing to clear the last hurdle, take a moment to reflect on what needs to be done. Who is affected? How are they affected? How might that impact the organisations and individual
performance goals? This will not only help you identify what needs to be done but will also create map of which teams or individuals might need special attention.
Once this is done, create an outline of what will be done, their respective goals, and communicate this clearly to the organisation. People like to see a light at the end of the tunnel -
especially when it wasn't them to decided to travel through it.
Top down support
The support of management during implementation is, of course, vital. Their support makes the change program credible - that it is a matter of importance and that it is aligned with the business
Where possible, enlist the support of management as part of the internal communication program to help set the tone from the start. Taking it a step further, we have seen that the
participation of management in the training is an opportunity to create:
1) Strong early buy-in from the organisation
2) An appreciation of what is required for digital transformation from management
3) Insight into the work that users are performing
Training: garnering support from the inside
The onboarding of users typically starts with training. Training a large group of users can feel daunting with a mixed bag of change advocates, those who are resistant to change, and
those who aren't fussed either way. Early positive momentum is crucial for long term success.
Measure progress and success
Throughout the change process, the project lead should be conscious of tracking the impact of the activities and the overall success of the program against its objectives. Not all change programs
are successful, and some may take a little more time than originally planned.
Understanding what worked and what didn't will help any required next steps, or new initiatives in the future. In an era where the only constant is change, these insights will only be