Embrace change and the rate in which it occurs:

Be thoughtful about how digital demands are considerably slower in a traditional operating model, and need

to be more nimble. Understand how strategy, relationships, customers, and talent management are all interconnected as part of the

digital transformation.

 

Appreciate talent mobility as a requirement for success:

Require senior leadership to experience multidisciplinary functions so they understand the new, more diversified career model. Weave in processes to develop team fluidity allowing team members to return quickly to their home base or move to a different team

once a project is done.

 

Start and sustain an organizational performance-evaluation group:

Task the group to interview, analyze, and study how high-performing teams, projects, and programs really function. Assessing the company’s job titles, reward systems, and career paths, this group can help navigate processes to a more flexible, bottom-up model for business units. Let the right people be the experts of process efficiency.

 

Keep relational & organizational communication safe and real:

Consider technologies that allow teams to network efficiently. Workspace utilization of appropriate technologies can increase knowledge sharing and communication vital to project success. When solidified standardize and implement new technologies to complement to the organization’s core ERP/HRMS infrastructure.

 

Practice a performance management feedback loop:

Honest and safe feedback empowers people to evaluate and modify goals continuously, change projects, and feel rewarded for their

“work,” not just their “job.” Employee survey tools allow managers the luxury of timely input on their own performance, boosting transparency and sends the culture a powerful message.