Get Rid of No-win Situations in Digital Transformations 

As Robert T. Kiyosaki, founder of Rich Global LLC once said ‘’ Failure inspires winners and failure defeats losers.’’

I believe this is also a similar rundown for every business undergoing the phases of digital transformation. It takes a lot to reach the top of the ladder and touch or feel your digital transformation goals.

Adoption of digital transformation is beyond what major businesses think of changing the industry dynamics or economic fundamentals.

As per Mckinsey, two out of three digital transformation drives face problems relating to exceeding project budgets or under-delivered project goals, or miss outs in project schedules. It is now creating a moment of deliberation for every firm attempting to digitize their processes or bring in the marvelous impacts of technology.

In spite of the miracles of technology, the world has numerous cases where the transformation drives go off the rails.

Like every other tech leader, I too have experienced the tech failures in my life, I would like to highlight a few factors or aspects that are recipes for a tech disaster. I call them tech monsters! It was all gradual, I literally reversed the engineering of these failed efforts and came up with a recipe for successful tech adoptions.

Let's nosedive into the reasons behind the fallout from digital transformations

The Aftermath of Tech Transformations

Discover what it is like to manage huge technology programs in the digital epoch.

The fallout of CONVICTION

In most of the transformation use cases, a leader fails to set essentially high aspiration for their business. From the inception, having a strong conviction at an initial stage of tech innovation is a must-have.

Many leaders heading a large business change miss out on cultivating conviction across the team. It’s a confidence-building process for the impact or importance of technological transformation that the project will bring to the company.

Additionally, developing a sentiment of confidence and the business importance of a change narrative acts as a powerful weapon to make the transformation happen smoothly and rightly.

So, if you skim over missing out on the conviction delivery just like you skim over crafting the great scenario of ‘dogmas of faith’, people within and across the organization won’t buy your ideas or the goal behind initiating a digital change. There won’t be a zealous change in the team to spend extra hours, time, or energy on your tech project.

Build a chain-reaction of strong conviction between you and your team that impacts the successful adoption of innovative technology. This can even act as a key success factor for upscaling the skill advancements across the team.

A sharper focus on skill advancements should be at the core of business priorities which some of the leaders miss out focusing upon as an essence of digital transformation. Explore the results of lack of skill salutation as part of technological innovation priorities.

The fallout of SKILL SALUTATION

Often, a CEO or a team leader does not hail the skills in their organization. Numerous reasons stop them from skill salutation.

It's only because people have lesser capabilities for driving targeted transformation or the chief capabilities sit with people who have other professions/day jobs. These situations are devoid of your people to get freed up for your ambitious business goals. These skilled resources are not able to spend time and energy on their tech project due to other professional commitments.

Most importantly, the lack of skilled resource availabilities directly hits the strategic essentials of adopting tech innovations. Explore the impact of transformative failures in the strategic elements of your business.

The fallout of STRATEGIC ELEMENTS

Usually, at any phase of sustained software development or for bringing a drastic change in business models, the one that heads the project fails to work his/her hearts out on significant procedural elements. I am talking about those procedural elements that hit it differently to make the innovation thrive.

Let me take you through a few of the failures in vital procedural elements. CEOs often miss out placing the right change-management infrastructure across the organization. Other aspects that revolve around the success of digital transformations are the cadence of oversight meetings of company leaders, setting a routine performance-measurement matrix, or focused tracking of the project progress. These strategic fundamentals periphrastically affect the organizational culture as well as talent gaps. Let’s see the influence of the overall organizational culture.

The fallout of CULTURE and TALENT GAPS

Make it Safe to Fail

One of the deadly difficulties for any business transformation drive is that saturation point where you think ‘I don’t know what will be the outcome but I don’t want the transformation to fail.’ Bringing a technological change into your business is definitely forward-looking and this is where the difficulty arises for any transformation to thrive. CEOs need to give it a shot and work super hard to make it safe to fail.

The thumb rule here is to make the technology itself a strong weapon to make failure fast, cheap, and reversible such that it converts into a success. Here, I am pinpointing the automated software testing, use of AI, Big Data, and now definitely Metaverse as a prospective opponent of transformation failures.

Let’s start the transformations from the top! Work on failures from the start and work on ROI out of tech failure possibilities. I call it diving into the world of ‘failure leadership’ which is a precondition to winning over the tech transformation hardihood. Make it, feel it, and play it safe to go ahead with the digital transformation.