Organization revolves around enterprise strategy until 2000, and gradually we can see a paradigm shift towards dot com burst eventually transformed numerous manual tasks into sophisticated automation format. Further maturity takes the entire corporate world to next higher plan which is “Digital”, but now the entire corporate world unlike selectively before. Hence, its quite imperative to each and every business professionals to understand the underlying key drivers of digital impact to their industry / business streams.

If yes, how to transform your human capabilities to ready for this digital competition? what are the due diligence or learning frameworks are more suitable to decide and go? How to prioritize the strategy to transform yourself into DX-ready than your competitors?

Any Organization packed with three layers – Strategic (leadership), tactical and operational (bottom-line) and hence they are all certainly equipped with the appropriate amount of digital inputs to carry their business. And, digital transformation is neither a top-down nor bottom-up choice of implementation and hence need a holistic attention while implementation the learning programs with a degree of variance. Moreover, this digital strategy requirement is significantly impacting your organization strategy based on the nature of business for ex. client intensive organization (service industry) and non-client intensified (manufacturing) in a big manner.

  1. Client Intensive business – Service industry which are heavily depends on client business / success to generate and sustain in revenue need a different format of digital strategy. Because, they are significantly inter-linked with their client strategy / business goals in the entire life cycle of their business. Hence, their own strategy shouldnt to their client business model still enriching with digital components.
  2. Non Client / Manufacturing business – This industry leaders to clearly understand their future needs of digital requirements and re visit their organization strategy for the compatibility. If the compatibility gap exist, then revisit their organization strategy and align it to digital components or frame a new organization strategy embedded with digital compoents to it.
  3. Learning & Training – Design a digital training to equip your talent pool in a meticulous manner. Strategic leaders need a intensive understanding around various compoents of emerging trends / technologies and how it impacts their every component of business. And they are in a position to identify the issues and remediation plans upon the training program. Whereas, tactical / operational layers are the people who are deeply involved / using the digital compoents to carry their day to day business activities

Output of training will be tangible / intangible – still to be tracked, measured and improved further to incorporate the gaps in future learning programs. Distinct set of KPI’s specific to 3 layers of talent pool to be ready and incorporated into their Performance & Appraisal KPIs.

Going forward, leadership effectiveness can be best measured through this DX understanding to sustain the competition, rather than just see a big picture is not enough. Because setting the holistic vision is impossible with digital skills in future VUCA scenario.

Please do share with your reflections..