It’s funny how sometimes a word finds an idea, and once in the lingua franca, there’s no letting go. Up until a few months ago, I’m not sure ‘digitisation’ was a thing, but now it’s everywhere, and like a fantastic pop song, it now feels like it’s been around forever.
We are working on two significant digitisation programmes that are driving deep, structural and disruptive change in both organisations, both of which are large multinationals. Understandably, both programmes have big OD and change management agendas at their heart, but it’s the communication dimension that I’m finding most interesting.
We may be forgiven for assuming that the communication of ‘business digitisation’ should be digitally led. Surely it’s up to communicators to practice what is being preached, right? Well yes, but only up to a point. And I have a hunch. That it’s our over reliance on such mechanisms that is causing a lot of disruptive change to go wrong, or to not take hold.
In my view, and from what I’m seeing in both the organisations I’ve mentioned, there is a direct correlation between the depth of change and the level of emotional commitment needed from colleagues to pull it off. To secure that kind of commitment takes intense stakeholder engagement, and frankly, there’s going to be a lot of resistance to overcome. That means paying close attention to relationship building, trust building and constantly reinforcing the ‘why’ of the change as well as horse-trading over the ‘what and how’.
A well thought out stakeholder map is therefore vital, but even more important is doing what the map demands to keep people close. Great stakeholder management comes down to building trust, and the best way to build trust is through regular, unvarnished, old-fashioned face-to-face contact. With this foundation in place, digital communication can be a powerful, cost effective and time-efficient medium to keep stakeholders engaged. So if it’s change you want, when it comes to business digitisation, before you go digital, best go analogue.
I like the idea that developing the next generation of leaders falls as much to the current generation as it does the Learning and Development team. Without a culture where emerging leadership is truly valued and nurtured, it doesn’t matter how sophisticated the leadership development programme is, without the foundation of a strong leadership culture firmly in place, it’s not going to have the desired effect.
In the last month, I’ve had a couple of public-speaking outings, one as a panel member for the launch of the latest research from The Leadership Council on Global Talent in the UK, and the other a talk to the Association for Business Psychology. Of the two, I should have been more anxious about the panel discussion, largely because the rest of the panel and most of the audience can best be described as both ‘great’ and ‘good’.