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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Learn practical methods for reducing technology overload and related employee burnout at your organization
In Zen and the Art of Digital Transformation: Leading a Mindful Redesign of the Digital Enterprise, veteran digital transformation consultant, Sara Teitelman, MPH, shares her proven process for improving the state of an organization’s enterprise technology in ways that boost employee happiness and productivity. Grounded in best practices from human-centered design, knowledge management, and change management, these methods will help organizations of all sizes assess the performance of their digital tools and develop a phased plan of action for decluttering their digital landscape and realizing the full value of their IT investments. Importantly, it is these same actions that will position organizations to make best use of the growing collection of highly sophisticated, AI-driven capabilities that will soon be part of every workplace.
Case studies and downloadable templates developed over hundreds of successful client projects are included to help readers immediately put the concepts presented to work. In this book, readers will learn how to:
- Assess the current state of their enterprise technology and uncover the ways that it is hindering productivity and employee satisfaction
- Quantify and reduce IT spend on recurring software subscriptions
- Address IT system overlap and duplication to streamline business processes and reduce user confusion
- Provide employees with clear guidelines and training on use of their enterprise digital tools
- Involve people from across the organization in technology decision-making to reduce inter-departmental friction and uncover synergies
The antidote to an issue plaguing nearly every modern enterprise, Zen and the Art of Digital Transformation is an essential guide for all business leaders, executives, and managers seeking to tame their enterprise IT landscape and pave the way to higher employee satisfaction and a healthier bottom line.
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Veröffentlichungsjahr: 2025
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Prologue
Preface
A Word on Zen and the Beginner’s Mind
PART I: Preparing for the Journey
CHAPTER 1: Applying Zen Concepts to the Digital Enterprise
Employees are Feeling Frustrated and Disengaged Due to the Overwhelming Number and Complexity of Digital Tools they Interact with Day to Day
Resistance to Change in the Workplace is Generally seen as Something to be Overcome, not Understood
Notes
CHAPTER 2: (Re)Defining Digital Transformation
Three Key Elements of Digital Transformation
The Ideal Versus Real Digital Workplace
CHAPTER 3: Leading Differently
Practicing Human-Centeredness
Core Concepts of Human-Centered Design
Applying Design Thinking to the Digital Workplace
Notes
CHAPTER 4: Preparing the Way
Linking to Organizational Strategy
Identifying Key Stakeholders
Forming the Project Team
Assembling a Steering Group
Recruiting Champions
Assessing Change Readiness
Note
PART II: Designing the Ideal Digital Workplace
CHAPTER 5: Looking
Building an IT Systems Inventory and Map
Making Sense of the Digital Workplace
Creating a Visual Systems Map
Notes
CHAPTER 6: Listening
Who to Include
Discovery Methods
Stay Mindful of Your Mindset
Qualitative versus Quantitative Research and Analysis
Getting Ready for Discovery Data Collection
Prepare the Discussion Guide
Discussion Questions
CHAPTER 7: Envisioning
The Future-State Workshop
Selecting Workshop Participants
Planning the Workshop
Presenting the Vision
PART III: Achieving the Ideal Digital Workplace
CHAPTER 8: The Art of Digital Decluttering
The Basic Rules of (Digital) Tidying
CHAPTER 9: Selecting Timing and Tactics
Digital Transformation Readiness Assessment
Developing the Digital Transformation Roadmap
CHAPTER 10: Building the Future
Define User Stories and Requirements
Selecting the Right Technology
Selecting the Right Partner
Launching the Implementation Process
Managing the Implementation Process
Designing a Great User Experience
Note
CHAPTER 11: Introducing Change
Communicating About Change
Preparing for Launch
Notes
CHAPTER 12: Stewarding the Digital Workplace
Governance Considerations
Governance Approaches
CHAPTER 13: Measuring and Improving
Note
Epilogue
Keeping Technology Human
Appendix A: Digital Workplace Maturity Assessment
Part 1: Communication
Part 2: Content and Collaboration
Part 3: Data and Information Management
Part 4: Security
Part 5: Cross-Cutting
Interpreting Your Results
Appendix B: Sample Annual State of the Digital Workplace Survey
Part 1: Respondent Information
Part 2: Digital Workplace Experience
Acknowledgments
About the Author
Index
End User License Agreement
List of Tables
Chapter 11
Table 11.1 Dominant characteristics of the five adopter types and suggested ...
Chapter 13
Table 13.1 Suggested metrics to monitor the heath of the digital workplace....
List of Illustrations
Chapter 2
Figure 2.1 Key components of the ideal digital workplace.
Chapter 3
Figure 3.1 The human-centered design process.
Chapter 5
Figure 5.1 Sample visual systems map.
Chapter 10
Figure 10.1 Typical waterfall project plan in Gantt chart format.
Figure 10.2 Typical agile project plan in Kanban format.
Chapter 11
Figure 11.1 Diffusion of innovations curve from the work of Everett Rogers....
Figure 11.2 Five innovation characteristics that drive adoption from the wor...
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Prologue
Preface
Begin Reading
Epilogue Keeping Technology HumanKeeping Technology Human
Appendix A Digital Workplace Maturity Assessment
Appendix B Sample Annual State of the Digital Workplace Survey
Acknowledgments
About the Author
Index
Take Control of Your Tech
End User License Agreement
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SARA TEITELMAN, MPH
ZEN AND THE ART OF DIGITAL TRANSFORMATION
LEADING A MINDFUL REDESIGN OF THE DIGITAL ENTERPRISE
Copyright © 2025 by John Wiley & Sons, Inc. All rights reserved, including rights for text and data mining and training of artificial technologies or similar technologies.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data
Names: Teitelman, Sara J., author. | John Wiley & Sons, publisher.
Title: Zen and the art of digital transformation / Sara J. Teitelman.
Description: Hoboken, New Jersey : Wiley, [2025] | Includes index.
Identifiers: LCCN 2024038148 (print) | LCCN 2024038149 (ebook) | ISBN 9781394273287 (hardback) | ISBN 9781394273300 (adobe pdf) | ISBN 9781394273294 (epub)
Subjects: LCSH: Information technology–Management. | Business enterprises--Technological innovations.
Classification: LCC HD45 .T39745 2025 (print) | LCC HD45 (ebook) | DDC 658/.05–dc23/eng/20240925
LC record available at https://lccn.loc.gov/2024038148
LC ebook record available at https://lccn.loc.gov/2024038149
COVER DESIGN: PAUL MCCARTHYCOVER IMAGE: © GETTY IMAGES | BEACHMITE PHOTOGRAPHY
I’d like to dedicate this book to my late grandfather, Sidney, a wonderfully witty and intuitive man who proved you don’t have to give up your humanity to be successful in business.
Prologue
I’d like to share a brief slice of the journey that led me to be sitting down to write these pages. Born in 1976, I was by no means a digital native. Growing up in rural Connecticut I remember having a motorized antennae on our roof to capture faraway signals from three or four “local” TV stations. I would wrap my little hands around a large plastic dial on an even larger plastic box and ever so gently manipulate it one way or the other, depending on atmospheric conditions, as the picture dimmed, brightened, and eventually solidified from so many black and white frenetic dots into a fully congealed color picture. I don’t recall thinking at all about the technology that supported this process, much like I’m sure my six-year-old daughter doesn’t give a thought to how her tablet, and the software it runs, operates.
My first real consciousness of technology, as we perceive it today (i.e. being synonymous with some type of device, usually a computer) was when my parents bought me an Apple IIc. This was a truly amazing piece of technology at the time – one of the first accessible desktop computers for mere mortals like me, an eight-year-old child who begged and pleaded ceaselessly until my parents shelled out the $1295 plus tax, along with some required floppy discs containing “programs,” as we called them.
These programs were mandatory because, on its own, the computer’s OS didn’t really do much for those who couldn’t code. There was Apple Writer for word processing, Flight Simulator II (which was frustratingly advanced), and of course, my favorite at the time, Where in the World Is Carmen Sandiego? The fact that I had only miniscule understanding of how my computer worked, and hardly any awareness of the multitude of things outside my eight-year-old self’s realm of interest, did not in any way stop me from being completely smitten with this little machine. And it was little! The CPU portion, which was integrated with a keyboard, weighed only seven and a half pounds. It even had a handle in the back, signaling the owner could grab it and take it along on a journey (although without the much heavier monitor, I’m not sure what good that would do!).
Apple IIc with monitor, circa 1984
Bilby / Wikimedia Commons / CC BY 3.0.
My use of this computer started off very simply. I couldn’t wait to get home from school, run upstairs, fire up the IIc, hear the clicking and whirring of the floppy disc drive, and then dive into my game of choice from the welcome screen that slowly materialized before my eyes. While I enjoyed the experience, the inner workings of my little machine remained veiled behind the friendly interface of the programs. But one day, that changed.
Growing bored with the tame, safe environs of my games, I wanted to venture out of bounds, into the underlayment of the computer. I began flipping through the voluminous owner’s manual that came with my IIc and stumbled upon a tutorial on how to use the programming language, Logo, to draw various shapes. Aha! Now I was on to something. Following the instructions, I quickly found myself in a completely different world. Gone were the pixelated graphics of my good friend Carmen, and in its place was a lonely, monochromatic, blinking cursor. This cursor filled me with wonder. And dread. Much like an astronaut experiencing the vastness of space for the first time, I was overwhelmed and in a complete state of wonderment. How could this innocuous little line on an otherwise blank screen be the entry point to a vast universe of computing resources and embedded knowledge?
And off my little fingers went, carefully reproducing each line of code from the manual until, at the final press of the “return” key, a perfect triangle appeared! Amazement, and more complex shapes, ensued. I was hooked.
The rest of the story about how I got from there to here is not exactly a straight line. One might guess from what I shared that I then went on to get a degree in computer engineering from Cal Tech, and then on to an illustrious career in tech. But that is not even close to what happened.
That ember of fascination at the possibility of harnessing the power of technology to create something from nothing burned low and slow in my little being. It would be many years (roughly 23) until I decided to turn my attention fully toward technology and its role as a tool for creation, human connection, and so much more.
Preface
“In the midst of chaos, there is always opportunity for growth and transformation.”
– Zen master Daigu Ryokan
Welcome! I’m so glad you stopped by. Let me throw another log on the fire and make us some tea.
Before we dive into the matter at hand, please pause a moment. Close your eyes and take a few deep breaths. Think about the extraordinary journey that led you to this exact moment in place and time. It is no doubt intricate, beautiful, and yes, sometimes challenging. You are full of knowledge, expertise, and experience around a vast array of subjects. You are here now, reading or listening to these pages, because your heart and mind connected you with this book in some way. That means something. You are seeking information or guidance. You are evolving. And what an amazing opportunity that is! In every moment, new connections are made, and old ones broken. Life is constantly being reinvented. And so are we, individually and collectively, being constantly reborn into the next moment, and the next.
Now take a few more deep breaths. And with that, let everything remembered, your past feelings, concerns, and desires, wash over and through you like a nourishing rain. Feel the rain soak into your bones and become one with all that you are, solidifying your structure, but not weighing it down.
And now, here we are again, sitting by a roaring fire, having a cup of tea. Moment to moment we are changing, without fear, and without knowing or caring what is coming next.
It may seem a strange beginning to a book about enterprise technology. But hey, the act of transformation, whether digital or otherwise, requires an intense degree of clear-mindedness and a complete commitment to putting all preconceptions, fears, and prejudices to rest. Only then can a new reality, in tune with the present moment, begin to emerge.
Thank you for being here. I will do my best to honor the precious time we will spend together and to share what I can to help you on your journey.
A Word on Zen and the Beginner’s Mind
“In the beginner’s mind there are many possibilities, but in the expert’s, there are few.”
– Shunryu Suzuki, Zen Mind, Beginner’s Mind: Informal Talks on Zen Meditation and Practice
If you’re reading this book, you’ve probably been focused on improving the state of the digital workplace or enterprise technology for some time. And in this time, you’ve probably accumulated a lot of knowledge and experience about what works, and what doesn’t.
In Zen Buddhism, there is a concept of beginner’s mind or shoshin. The basic premise is that when your mind is empty and open, your ability to learn is at its peak. Much like children take in new information with a sense of wonder and discovery, anyone seeking to evolve beyond what they already know should approach every situation with fresh eyes. Approaching subjects in this way helps us to escape the trap of only taking in information that confirms previously held beliefs.
Without discounting what you know, I urge you to open your mind to the ideas and approaches in this book. Many may sound like things you’ve tried before. And in some cases, you may have been met with disappointing results.
As each “familiar” topic comes up in the chapters that follow, I ask that you notice what biases arise within you. For example, phrases like “That will never work” or “Been there, done that” may close the door to valuable reflection on how small adjustments to previously attempted efforts could transform their effects.
As you sit quietly with this book, take this opportunity just to listen. And in that listening, try to hear what your innermost authentic self is telling you, free of the tyranny of the intellect. What feels good and right? What doesn’t feel right and why? What urges arise within you to act differently at the next opportunity? You will use this same open approach to listening as you discover, or rediscover, the technology-related experiences people are having across your organization.
You may find that some of the information presented is helpful and directly applicable to the situations you’re facing, and that’s great. The primary purpose of this book, however, is to create space for you to reflect on the ways in which your and others’ relationship with workplace technology might be hurting us and contemplate what we can do to change that. It is not a foregone conclusion that we will remain victims of subpar technology tools and approaches forever. We have the power to change the difficult reality that most employees are experiencing in relation to the tools they rely on to get work done. That change starts with you.
PART IPreparing for the Journey
Every successful journey starts with a period of thoughtful preparation. In this first stage of the digital transformation effort, resist the urge to rush out and buy what feels like the right technology solution. It’s tempting to leap ahead, past the messy and time-consuming work of clearly seeing and defining the problems and root causes of the numerous difficulties plaguing our organizations. It is in our nature to be solutions oriented, and the companies wishing to drive our decision-making around major tech investments would prefer it that way.
The time for selecting the right tools will come soon. For now, be in the moment and really “sit” with the problems that you and the organization are facing. Know that the work ahead, while much harder than signing a contract, will pay off in ways not yet imagined. And when it comes time to commit to a particular set of solutions that will support new ways of working at your organization, you will be confident that this is indeed the path toward putting technology to its best and highest use, not just another “Let’s hope it works out” Band-Aid approach.
CHAPTER 1Applying Zen Concepts to the Digital Enterprise
Before we dive into the practical steps and methods that form the core of this book, let’s briefly explore how Zen concepts can be applied in the context of digital transformation.
Zen is a school of Buddhist thought originating in India in the fifth century BCE that emphasizes the practice of meditation and mindfulness as a way of being in harmony with oneself and the world. One of Zen’s main principles is to understand that there is no “I” or “you,” that in essence, we are all one. By understanding this simple but profound idea, we will more easily be able to practice compassion and empathy and be of service to all humans. This is much in line with the modern concept of servant leadership.
Empathy is a concept I will touch on throughout this book, particularly in the early stages of the digital transformation journey. Listening and fully understanding the plight of employees across the organization during the initial discovery stages of the effort is one of many opportunities you will have to flex your empathy muscles.
Another key principle of Zen Buddhism is the idea that we exist in a state of constant change. From one moment to the next, every atom and particle is rearranging itself into an infinite variety of configurations and as a result there is no such thing as permanence. The Zen school of thought suggests that the illusion of permanence, whether of things perceived as external or internal to oneself, can only lead to suffering because change is an unavoidable reality. Only when we release our attachment to the illusion of permanence, and our fear of change, can we achieve a more joyful, enlightened state.
The number one challenge digital transformation leaders will face is managing and supporting desired levels of change in the organization. As we’ll explore later in this book, humans are naturally change averse. There is significant effort required to bring a population of people through a period of major changes without causing harm and giving rise to years’ worth of negative repercussions. For this reason, we must take this aspect of digital transformation very seriously, not rushing through or overlooking anything that can be done to ease people through what will inevitably be an uncomfortable transition.
This may sound like heady stuff for a book on enterprise digital transformation. But consider for a moment some of the key reasons why organizations of all types and sizes are currently in a state of crisis when it comes to the digital workplace – the collection of digital tools that people use to perform their work.
Employees are Feeling Frustrated and Disengaged Due to the Overwhelming Number and Complexity of Digital Tools they Interact with Day to Day
Workplace stress and burnout have reached epidemic proportions. A 2023 study from the American Psychological Association found that 77% of workers surveyed reported experiencing work-related stress, with 57% experiencing negative impacts including emotional exhaustion and lower productivity.1 Interestingly, most reports on employee burnout, including this one, fail to mention technology as a contributing factor. Yet it’s hard to imagine, even without strong data, how technology isn’t in some way implicated.
Over the last 10 years, the number of applications that an employee must interact with to perform their work has risen significantly. In 2024, organizations with more than 2000 employes had an average of 231 cloud applications, representing a 67% increase from 2014, when the average was 77.2 In many cases, these apps are not integrated, which leads to information silos that can require employees to spend inordinate amounts of time manually moving data across disconnected systems. Compounding the inherent challenges with tech overload are unsanctioned applications – unofficial subscription-based software-as-a-service (SaaS) that have overrun organizations like an invasive species. People’s natural propensity for solving problems with shiny new objects, combined with aggressive SaaS marketing and incentivized viral adoption, have resulted in a perfect storm of out-of-control subscription costs, chaotic IT landscapes, and deeply frustrated end users. A 2023 survey of 743 IT professionals found that 59% of professionals were finding SaaS sprawl a challenge, with 65% of SaaS application unsanctioned.3 The rise of unsanctioned apps, often referred to as “shadow IT,” presents significant security risks as well. If IT is not actively managing a given application, it’s impossible to enforce an organization’s security and compliance policies for data residing in that system.
In this context, it is surprising that more attention isn’t being paid in the digital transformation space to how organizations can streamline and downsize their tech stack. As we’ll talk about in this book, digital transformation does not have to involve the addition of new technology. In fact, most organizations would benefit from a significant technology “haircut.” Not only would this help address the challenges that employees face when jumping between several often separate but partially duplicative tools, but it can also result in significant cost savings and efficiency gains.
In addition to struggles related to the sheer number of tools, employees rarely receive adequate technology training and support, both at the time of their hiring and at regular intervals, leaving them struggling to make full use of highly advanced, constantly evolving technology. In a recent report by McKinsey, senior executives involved in digital transformation efforts cited talent as the biggest barrier to achieving their digital strategies.4 As a result, the role of IT is shifting and expanding into areas once reserved for HR. It is not surprising that one study found that 80% of IT professionals reported taking on increased levels of responsibility for the employee experience, including work to support training and onboarding of new and existing staff.5
Even everyday tools, like those used for document or spreadsheet creation, are advancing at such a breakneck pace that regular users may be unaware of major features and functionality that could make their work easier and more enjoyable. Or worse, they begin to lose the ability to perform the basic operations that they had mastered in the past.
These trends are troubling but not surprising. Imagine putting a pilot who has been flying a single-engine Cessna for the last 15 years behind the controls of a state-of-the-art passenger jet with little to no instruction, and then telling them that their livelihood and professional reputation rest on their ability to routinely take off and land this foreign machine without incident. A healthy dose of anxiety would be expected. Yet this is the kind of situation employees are facing daily, with little to no empathy from organizational leaders, IT professionals, and the tech giants pushing the next greatest thing.
I am continually surprised by how little compassion is displayed toward the average worker when it comes to the challenges they face adapting to the ever-changing enterprise technology stack. Even when HR provides every manner of program to support other aspects of the employee well-being, people are often left hanging when it comes to their digital tools. I can’t help but think this picture would look different if digital transformation took the time to truly empathize with what the average employee is experiencing.
Resistance to Change in the Workplace is Generally seen as Something to be Overcome, not Understood
As humans, we desire to be in control of our lives. Most of us accept that there are some things that fall outside of our control. But when it comes to our work lives, we prefer predictability. This is natural and expected. And yet time and again, organizations introduce highly disruptive technological change without acknowledging what a massive emotional toll this can take on the average worker. In fact, in my digital transformation consulting practice, I often hear the term PTSD (post-traumatic stress disorder) used in reference to past digital initiatives gone wrong. And of course, just like PTSD, every subsequent effort perceived as similar to past events incites the same or worse levels of fear and anxiety, which often go unnoticed or unacknowledged by leaders.
Many traditional organizational change management (OCM) approaches treat employees as empty vessels who can be manipulated using clever marketing techniques and authoritative leadership. Little attention is paid to the hopes, fears, and dreams of those who form the lifeblood of the organization. But what if there were? What new, co-created realities could emerge that would not only excite employees but propel them, and the organization, to new heights of productivity and worker happiness?
These are just a few examples of how concepts that have been carried through cultures and continents over millennia can serve us in the current age, where technological change is occurring at a rate that we can barely grasp, let alone keep up with.
This book is meant to serve as a practical guide to all those who, by choice or obligation, are looking to guide their organizations to use technology more responsibly, thoughtfully, and with a focus on the human experience. We will start by providing guidance on what it means to be a digital transformation leader, and to provide some tools to help you formulate your approach to bringing people together from across the organization in service to a common goal. Then we will transition into a discussion of the ideal digital workplace, and how the act of decluttering – eliminating redundant, extraneous or outdated technology – can free up the organization to deliver a truly enjoyable digital employee experience.
While this is a business book, not a spiritual text, I hope that the ideas it contains will inspire you to explore the connection between the ancient wisdom of Zen and other spiritual traditions and the now perpetual state of digital transformation that we find ourselves in. And above all, I hope that this book will help you to find and spark more joy and meaning in your workplace!
Your Assignment
Have you ever tried meditating? If so, great! This one will be easy. (And if you’re a regular meditator, you’ll know it’s not always easy!) In any case, sit in silence or with some relaxing music and begin by reflecting on your reasons for starting down this path. Review in your mind the events leading up to this decision, or at least the impulse, of leading your organization to a better place. Then as you reflect on these things, feel them melting away, into your heart, and then letting go of them altogether. Keep processing until you feel a sense of emptiness surrounding you. No expectations, no fears, no anticipation or nervousness, just pure potential. Remember this place and know you can come back to it anytime you wish – in a darkened room, on a Zoom call, in a brightly lit meeting room, driving in your car. It’s always available to you when you need it.
Notes
1
.
American Psychological Association, “2023 Word in America Survey,” n.d.,
https://www.apa.org/pubs/reports/work-in-america/2023-workplace-health-well-being
.
2
.
Okta, “Businesses at Work 2024,” 2024, 33,
https://www.okta.com/sites/default/files/2024-04/Okta-2024_Businesses_at_Work.pdf
.
3
.
Better Cloud, “State of SaaSOps 2023,” 2023,
https://pages.bettercloud.com/rs/719-KZY-706/images/2023-StateofSaaSOps-report-final.pdf
.
4
.
Kweilin Ellingrud, Rahul Gupta, and Julian Salguero, “Building the Vital Skills for the Future of Work in Operations,” McKinsey & Company, August 7, 2020,
https://www.mckinsey.com/capabilities/operations/our-insights/building-the-vital-skills-for-the-future-of-work-in-operations
.
5
.
Better Cloud, “State of SaaSOps 2023.”
CHAPTER 2(Re)Defining Digital Transformation
We will begin by defining, or redefining, what digital transformation means for your organization.
What is it and what are we looking to achieve?
One thing we can say for certain is that digital transformation is not synonymous with introducing new technology to the organization. Anyone who has been part of a failed technology rollout can tell you that transformation – at least positive transformation – did not take place. In fact, many highly successful digital transformation efforts focus solely on making better use of the technology already in use, or even trimming it down.
So where does that leave us? If you’re looking for a simple starting point, I’ve provided a definition of digital transformation for you to use (see below). To make it your own, read on for an overview of what I consider to be the core elements of digital transformation. By thinking more deeply about each of these elements, you’ll be able to come up with a unique definition that perfectly aligns with your organization’s culture and context.
Digital transformationis the process of aligning enterprise technology to user needs and business processes in ways that advance organizational culture and performance.
Three Key Elements of Digital Transformation
Think of digital transformation as an actionable set of considerations for how technology is used in your organization. The elements listed below are intended to help you consider what digital transformation means, or can mean, to your organization. This is a great thought exercise for the early stages of a new technology-related project. You may even want to brainstorm ways in which the project you envision adequately addresses each element.
PURPOSEFUL
Technology that you deploy within your organization should be in service to the organization’s values, mission, and strategies. First, start with what the organization is trying to accomplish, internally and externally, and examine the ways in which technology could speed progress toward desired goals and outcomes. That is where your digital transformation journey should begin.
HUMAN-CENTERED
To determine exactly how technology could better support your organization’s goals and desired outcomes, deeply explore the human side of the equation. How is technology helping or hindering people’s work? What could be done to increase productivity and, even more importantly, the overall quality of the employee experience? Freeing up staff time spent on routine tasks that could be automated, for instance, could unlock tremendous value for the organization while increasing worker happiness. Put another way, it’s about honoring and creating space for what’s uniquely human, while tasking machines with what they do best.
RESPONSIVE AND RESILIENT
Organizations, and the world at large, are not static entities changing at predictable intervals. They are living, constantly evolving, and highly complex systems that often change and morph in surprising ways (COVID-19 is but one recent example). No technology has an infinite life span, but platforms can be selected and configured in ways that are designed to nimbly weather and respond to change rather than break down or require intensive investments every time an adjustment is needed. If you feel constrained or “stuck” because of your current technology, you’ve already lost your competitive edge. It’s time to make the leap.
Communicating effectively about digital transformation and what it means to your organization is the most important first step you can take as a digital transformation leader. Developing your organization’s own definition is also a great way to get potential collaborators, champions, and gatekeepers on board and engaged at the beginning of your journey.
Hold a visioning session or lunchtime brainstorm. Have fun with it and start generating excitement about what’s possible. And most importantly, set a collaborative and inclusive tone that will carry throughout the digital transformation process. Even if the digital transformation project is still more dream than reality, you’ll be able to kick off a round of important conversations that can lead to a considered “go” “no go” decision.
The Ideal Versus Real Digital Workplace
The tangible goal of the digital transformation journey is to optimize the digital tools that employees rely on to get work done. This virtual work environment can be referred to as the digital workplace. Transforming the digital workplace can unlock huge potential for your organization.
Digital workplacerefers to the technology people use to access, store, and share data, information, and knowledge at work.
In an ideal digital workplace, a variety of technology platforms and tools work together to form a cohesive, user-centered digital ecosystem. Each tool has a specific and distinct purpose, which is well understood by all those who use it. Figure 2.1 provides a visual overview of some of the key components of an ideal digital workplace. While by no means exhaustive, it introduces a framework for thinking about the digital workplace as an organized and interconnected set of capabilities reflective of how an end user experiences their collection of digital tools.
Figure 2.1 Key components of the ideal digital workplace.
Alas, the digital workplace at most organizations is far from ideal. As the state of enterprise IT has evolved, monolithic ERP (enterprise resource planning) systems and their relatively few satellites have gradually been replaced by a sea of fragmented technologies. While ERP systems may remain, they are often viewed as relics of a forgotten age, treated with care and respect but tiptoed around whenever possible to allow business to be conducted more efficiently.
