Joint digital transformation project - a successful start
Digital transformation projects in organizations succeed with transformative power (transformation abilit). How this is created and what you can do for successful projects
Digital projects can be tough and fail miserably - and yet 77% of German companies say that digital transformation is the solution for Germany's future. So what can managers do to make digital transformation projects successful? We present possible starting points for making the digital transformation in the organization a success.
Promoting digital transformation projects with a communicative spectacle
Many transformation projects fail because one hand often doesn't know what the other is doing. While the strategy is discussed at the top management level, heads are spinning at the operational level as to how a new tool can be integrated into the production process in the best possible way. Both sides lack crucial knowledge that the other side retains - unintentionally and yet inefficiently. The complexity of the projects often overwhelms those involved, and the motivation to get further involved tends towards zero. No wonder. There are rarely central contact points where those involved can obtain information independently and gain an overview according to personal requirements. Organizational charts, circular e-mails and a few intranet articles are often not enough to cover the information requirements.
What is needed instead is a "communicative spectacle" - from all sides and not just top-down. However, this requires appropriate opportunities that encourage exchange: platforms, networks, discussion groups, information events or break-out sessions can, for example, encourage employees to exchange ideas independently, with a low threshold and in a pleasant environment. This also allows new employees to find their way around the company more quickly and guarantees a decentralized and time-independent flow of information.
Tip: Enable a diverse exchange within the company that informs employees about strategies and developments in transformation projects. Make decisions within the projects transparent and involve all employees. Microsoft Teams is a good place to start, but platforms that also allow social interaction - sharing, cooperation, making the transformations themselves visible - are even more suitable.
Create central contact points: Bundling information instead of just scattering it around
Large-scale transformation projects can quickly become overwhelming - despite sufficient communication. At best, the information comes from all sides: a status presentation here to provide an overview, a single project report there. Then there are new processes, new contact persons, new tools, changed products and changing market conditions: Transformation can quickly become overwhelming. What is missing is the individual relevance, the personal reference, the opportunity for a better overview.
Instead of scattering information too widely, those responsible should bundle relevant transformation knowledge at a central point of contact. In addition to the information that is communicated centrally and usually top-down, this allows those involved to decide for themselves what information they want to consume and when - and to educate themselves according to their personal needs.
Tip: Create a "single point of transformation knowledge" where all information on ongoing transformation topics and projects comes together. Let employees decide for themselves which information is relevant to them - and encourage them to inform themselves and learn independently.
Digital infrastructures for transformative exchange
Creating a central point of contact for transformation topics and information also means setting up a corresponding digital infrastructure. After all, in the long term, information should not be stored exclusively on SharePoint and distributed via email, Teams or town halls. Digital learning platforms make such a project possible: as a "single point of transformation knowledge", they create comprehensive transparency, make company-specific digital knowledge available and encourage employees to use and share it with attractive interfaces.
But beware: simply introducing a new platform and hoping for a major transformation within the transformation is too short-sighted. As with any new digital tool, a new learning platform needs a certain amount of accompanying communication during its introduction, as well as a corporate culture that supports this form of information exchange in the long term. This will increase employees acceptance of the new tool - and they will use it.
Tip: Invest in digital infrastructures that centralize company-specific digital knowledge at a "single point of transformation knowledge". For example, establish platforms that provide information on transformation projects as well as learning materials and enable employees to exchange information.
"Can" change with the right mindset
The recipe for successful transformations is therefore "actually relatively simple": constant and targeted communication, a central point of contact and a digital platform make transformation clear, accessible and tangible. This keeps an organization's "transformation capability" dynamic. People can inform themselves over and over again, acquire knowledge and learn new things. This can create the mindset with which employees "can" change.
"The biggest part of our digital transformation is changing the way we think."
Simeon Preston, Managing Director & Group Chief Operating Officer FWD Group
Bring change projects to life in your organization with the help of a central transformation platform. Find out how the Haufe Akademie 's Learning Experience Platform can support you here: https://www.haufe-akademie.de/digital-suite/lxp
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