T H E S h î f t to Excellence
An Organisation’s ability to learn, and to translate that learning into action rapidly, is the ultimate competitive advantage – Jack Welch
Organisation’s must be able to adapt at a pace that matches their urgency and need for change.
Strategic Agility challenges all levels of leadership to evolve their beliefs, thinking and required behaviour into excellence.
Digital transformation – “A Primary Driver of Change”
Digital transformation (DX) has become a primary driver of change in organisations for the foreseeable future, and that it requires executives to think about change differently. DX is not about introducing a single change. Rather, it is about catalyzing continuous, potentially disruptive change that cascades throughout the organisation. True DX effects business processes and mission-critical operations changing the way a company functions and thinks. It comes with large capital outlays, and it represents high risk for the organisation and the leadership.
Most DX efforts fail to meet their objectives for a reason.
According to International Data Corp, by the end of 2019, company spending on DX will reach $1.7 trillion worldwide, a 42% increase from 2017. At the same time, 59% of companies are stuck at stage two or three of DX maturity, “Digital Impasse.” This illustrates a material gap between investment and realisation of benefits which puts IT leaders into a truly precarious situation.
What creates this gap between DX expectations and results?
According to almost any survey of executives, the top roadblock to successful DX is organisational culture. According to a Gartner survey, CIOs view culture as the largest barrier to scaling digital business over resources and talent.
For DX to succeed, making a cultural change is at least as important as implementing new technology.
What does DX require from IT Leaders?
DX requires from IT leaders to move beyond the role of a service provider to adopting the role of a change leader. According to a Gartner survey, 95% of CIOs expect their role to change as a result of DX strategies, 78% believe it is about making their organisation better prepared for change, and 29% see their most significant future role as a becoming a change leader.
If change management is an expectation, why are the results not improving?
DX is able to break through barriers and create change which begets more change and so on, tearing down traditional structures and changing the business model.
The first step to managing change on a scale that DX creates is to understand that your company is changing its business model and operations, not just its technology. Change management will drive adoption and utilisation of technology, but this mindset understates the immense effect that it has on your business model and operations. It requires a multifaceted approach on four levels:
- Employing an Enterprise Change Strategy
- Developing Your Change Management Framework
- Enhancing Your Change Leadership Capabilities
- Growing Organisational Competency for Change
Making a sustainable change to excellence starts with PBS and the required heartset-mindset and culture. Leaders often make the mistake to under-estimate the power culture has over strategy, meaning, in this context, how peoples heartset-mindset affects goal achievement.
Organisational alignment is a key determinant to successful strategy implementation into Excellence
Heartset/Mindset as a “First Thing” Key Success Driver
Most Organisations tend to focus on improving their outcomes and results and spend a lot of resources on training and developing skills. From research and experience, the evidence of low impact, low sustainability and low return on investment are typical in these organisations who tend to fall into this trap of only skills development. They neglect or under-estimate to address the most significant element that creates the shift they need – The core success driver of PBS Heartset & Mindset.
This drives why T H E S h î f t’s solutions apply a 3 Phase System to help you achieve the results you want.
Developing yourself at the level of character (Heartset) and thinking (Mindset) is the most important work you’ll ever undertake as a organisational leader. The Organisational Leaders who operate from this Hearset-Mindset, experience a significant
S h î f t in how they perceive not only their own, but their followers potential, leader capabilities and their future sustainability.