“Leaders must have a clear vision of the goal of transformation”

1 # How to define the “transformation” that many companies are currently carrying out?

Transformation is a response to major changes in our environment, to business and efficiency challenges, to the expectations of both employees and customers, or to regulatory constraints. It aims to help companies create value at the boundaries of their business model, in particular through data.

Transformation requires a deep evolution of the company: the technological foundations, often built in silos, must acquire the horizontality needed to improve the customer experience. In addition, talents need to improve their skills to meet the challenges of data science. Finally, the development of digital culture is important at all levels of the company.

2 # Is it a whim or an imperative?

Market pressure is now very important: some companies are racing over time against new entrants who, from scratch, can offer a very innovative and differentiated experience, thus quickly becoming a benchmark in the industry. To achieve speed in this competition or simply succeed in keeping their business, leaders have no choice but to embrace transformation.

3 # What is the place of technology in this movement?

Digital for digital’s sake doesn’t make sense. Transformation goes far beyond technology, but technology should not be underestimated, as it is also an extraordinary opportunity. Indeed, technology is a way to transform faster and more efficiently, it allows managers to implement their ideas faster, it simplifies the lives of employees, allows them to be more effective for customers or even attract talent.

Suhail Haddaji, Head of Digital Transformation and Value Strategy Consulting at ServiceNow.

Suhail Haddaji, Head of Digital Transformation and Value Strategy Consulting at ServiceNow.DOCTOR

In the new – hybrid – world, where employees are often scattered around the territory, technology is finally playing an important supporting role: it creates a connection between teams and management and gives a sense of belonging to the brand, as in business.

4 # What are the conditions for successful transformation?

Managers must be aware of and have a clear vision of the purpose of the transformation, as well as the changes that need to be made: in terms of organization, talent, technology, and so on. Then transformation is a long-term commitment: a path that can be paved with technical difficulties, complicated by labor market shocks or changing expectations for talent.

Finally, it is important to monitor value creation throughout the project through performance indicators established from the outset. Historically, many transformation projects have not lived up to expectations. Today, it is important to be able to quickly demonstrate the value provided. In fact, projects that affect customer experience or employee experience are the ones whose impact will be most noticeable …

5 # What are the implications for the organization and management of the company?

Transformation involves a different, more responsive form of governance: a top-down approach does not work and even goes so far as to disrupt the dynamics of transformation. To develop an agile organization, you need to have time to attract employees, attract them. It is also necessary to break the gap, in particular between technology and business teams: all employees together create value for their customers. It’s easy on small teams, but it’s a challenge on a large scale.