Digital Transformation: How you can fix it
…and why your current strategy is failing
CEOs are spending more than ever to make digital transformation strategies a success. In fact, companies will spend more than $2 trillion by 2023, based on a 2019 International Data Corporation report that does not factor today’s work from home environment. Yet these digital transformation efforts will likely continue to fail for a simple reason: the lack of precise language and a compelling story. Under the pressure of today’s upended economy, CEOs and CIOs have an opportunity to take immediate steps to reverse this failure and achieve rapid success.
Miscommunicating the story is one of the most common mistakes otherwise successful CIOs make – and it’s a career-limiting doozy.
The Communication Failure
“Digital transformation” is actually a misnomer. Frequently undervalued as a soft-skill, communication has played a central role in the failure of transformation. CIOs – and then CEOs – selected the wrong name for transformation. And it’s easy to see how we got there. From a technologist’s perspective, “the technical how” to keep the business relevant is essential. How do we assess the digital improvements the business will see? How will data be stored? How will we get employees to adopt new technical tools and processes? “Approaching digital transformation as a technology journey independent of the business is a recipe for failure,” writes CIO.com’s Clint Boulton. Digital is a means to change. It’s not the message.
Digital is a means to change. It’s not the message.
Limiting The Audience
Unfortunately, focusing on “the technical how” – and not the “how the business will succeed” captures the wrong audience for a business-wide priority. And it happens with one word: digital. The term “digital” causes many non-technical decision-makers to misunderstand – or even tune-out – the essential nature of and requirements for transformation. A failure of precision in language leaves influential executives with competing budgets feeling out in the cold and willing to ignore the business’ most important priority. The very term “digital transformation” excludes those not in inherently digital roles. They’re side-lined. Yet digital transformation is actually a main part of the business.
The term “digital” causes many non-technical decision-makers to misunderstand – or even tune-out – the essential nature of and requirements for business transformation.
A Failed Approach
For well over a decade, as a result of the word “digital,” CEOs and CIOs have tried to accelerate transformation by hiring entire digital teams. The new teams frequently replicate already existing teams, simply slapping the label “digital” in front of the department. Those in media might think back to 2006 when outlets added digital content teams to (legacy) content teams. We had digital editors and (legacy) editors. And digital creatives and (legacy) creatives. Digital sales teams and (legacy) sales teams. And so on. Those on the digital varsity team have strutted with confidence that their teams will overtake legacy talent and processes from the traditional, junior varsity era.
Back to Square One
Business operations split into two, with the assumption that digital operations would crescendo to success. Building, however, two parallel teams proved untenable and CIOs pivoted to a change management approach, hiring specialists to persuade key talent to adopt new processes for operational success. Business leaders soon after merged the two parallel teams, unifying the customer journey. Today, for many teams, digital transformation remains uncompleted and on the high-priority list. And all that was needed was clear communication.
For well over a decade, CEOs and CIOs have tried to accelerate transformation by hiring entire digital teams.
Perpetuating Communication Failure
Miscommunicating the strategic story is one of the most common mistakes otherwise successful CIOs make – and it’s a career-limiting doozy. But CIOs aren’t alone here. CEOs have unintentionally perpetuated this communication failure by recognizing that the business needs to empower CIOs to enable the business. CEOs need to drive top-down awareness that business transformation requires all-hands to realize success. Senior executives for every part of the business must partner with the CIO to deliver productivity by leveraging technology for efficiency and scalability. In today’s age of agile disruption, next to the CFO and CHRO, the CIO is the most important ally an executives need on speed-dial and she cannot be side-lined.
In today’s age of agile disruption, next to the CFO and CHRO, the CIO is the most important ally executives need on speed-dial and she cannot be side-lined.
The Transformation Anecdote
To get beyond semantics and silos, CEOs and CIOs need skilled, strategic communicators experienced with negotiating cross-functional teams and interests. Strategic communicators understand audiences… and how messages may be perceived. Skilled communicators also excel at clarifying otherwise ambiguous terms, such as “digital transformation.” This type of skilled translation prevents CEOs and CIOs from pitfalls and misinterpretations, as well as helps the employee-base embrace transformative change. And it starts with getting the story right. When employees understand the “why,” change is a fast follow.
CEOs and CIOs can take these immediate steps to begin to realize success:
Partner with a trusted communication strategist and give them insights and access to challenges. Ask them to prepare a strategic path for marketing the operational and business changes to leadership and the employee-base.
Identify the metrics for success and rely on the communication strategist to build the internal message framework and cross-functional alignment.
Provide top-down support, sticking to the strategic approach and message identified by the expert.
Watch leadership and employees embrace the transformation.
Ellebridge Helps Drive Transformation
To reverse the digital transformation failure and achieve rapid success, Ellebridge partners with C-suite executives, listening to the business priorities and expertly adapting internal messages. Ellebridge seamlessly bridges the gap between tech, HR and internal marketing/communication teams. Experienced with speedy, flexible communication methods, and global workplace change-management successes, Ellebridge helps enables and aligns strong departmental partnerships. For help building strong partnerships and implementing an iterative approach to your business strategy, contact us today.