Taking Digital Transformation Beyond The Maginot Line

Digital Transformation procurement

Learning isn’t just about knowing something but also about knowing what to do with new knowledge once it is acquired.

However, turning "educational dialogues that generate actionable takeaways" can be challenging within a traditional extended learning framework because of busy schedules and increasing workday demands. Because of this new reality, SIG University’s Microlearning sessions deliver tangible and measurable insights that you can use immediately within the convenience of a two-hour session format.

In today's post, I will briefly talk about the May Microlearning Session in which one CPO shared her experiences in leading her organization’s digital transformation journey beyond the Maginot Line.

Beyond The Maginot Line?

"Like France's 1930's Maginot Line, 'digital washing' of old ideas and lack of forward-thinking has the potential to create strategic disaster in a highly competitive world where speed to market and agility are key." - 'Digital washing' can wreck your strategic business planning, ZDNET

“Like the Maginot Line?”

Here is the link to the above article that delves deeper into the historical significance of the Maginot Line and its relation to a digital transformation strategy. In the context of the May Microlearning session, the "digital washing of old ideas” and the “lack of forward-thinking” statements stood out to me from the article.

According to May’s session expert Canda Rozier, Green Washing – when you tick a box for purportedly achieving a broad or vague sustainability target, is now happening with digital automation initiatives.

With Digital Washing, proclaiming that you are now a digital organization based on a 100,000-foot statement of why you need to digitize does not mean that you are actually a digital organization. In short, it isn’t a “tick-the-box” exercise based on recognition of the need but its practical viability in the real world.

PROCESS, Policies, And People

Having practical viability in the real world beyond simply automating a process is the key to digital transformation success.

Canda states that you must "experience transformation” by looking at a problem and figuring out why you want to do this, what outcomes you want to achieve, and how you value these outcomes?

Starting with the process from her processes, policies, and people approach, you must know how your automation objectives fit in with all the other processes across the enterprise. She isn’t talking about a systems perspective here – although factors such as legacy integration are important considerations. She is talking about clearly establishing how your goals and inputs will engage and impact internal and external stakeholders beyond your department.

Process, POLICIES, And People

Next, you must look at your policies and how they support the processes you are looking to automate.

In this context, the digital journey forces you to take a more holistic view of and approach to transformation, including if there is a need to change an existing policy and what that change will mean to all company constituents or stakeholders.

Conversely, if it is a cast-in-stone policy that you cannot change, how will you address it without limiting or constricting the digital impact of your initiative objectives.

Process, Policies, And PEOPLE

Last but not least is the people factor.

It is not surprising that it is with people where most automation initiatives stumble. A solid change management program is vital when you change how people work.

A critical part of your change management program is to look beyond your process automation and identify any patterns of unintended consequences, e.g., what is the extended impact of what you are doing on other people. 

Unfortunately, many organizations often overlook the importance of involving HR in the digital transformation process. Because you are changing what people do, it can disrupt the way they work. In some cases, what you may think is good for the employee – may be bad for them.

Since we are now in the great resignation and reshuffling era, a failure to take your transformation’s impact on people into account can “accelerate your reshuffling” activity at a time when stability is key.

Summation

Of course, it is difficult to encapsulate all the exceptional and actionable insights presented over the 2-hour session in a single post.

Everything from setting up cross-functional teams beyond HR to cybersecurity and establishing a center of excellence was just a few of the covered points.

Did you miss out on attending this great Microlearning session? Be sure to reserve your place to attend our next Microlearning session in August today. For details and to register, use the link below.


 

Dawn Tiura, President and CEO, SIG

Dawn Tiura, CEO and President of SIG, SIG University and Future of Sourcing Digital Publication, has over 26 years leadership experience, with the past 22 years focused on the sourcing and outsourcing industry. In 2007, Dawn joined SIG as CEO, but has been active in SIG as a speaker and trusted advisor since 1999, bringing the latest developments in sourcing and outsourcing to SIG members. Prior to joining SIG, Dawn held leadership positions as CEO of Denali Group and before that as a partner in a CPA firm. Dawn is actively involved on a number of boards promoting civic, health and children's issues in the Jacksonville, Florida area. Dawn is a licensed CPA and has a BA from the University of Michigan and an MS in taxation from Golden Gate University. Dawn brings to SIG a culture of brainstorming and internal innovation.