We all agreed that creating the best possible customer experiences required starting with the experiences of our own employees. A happy and fulfilled workforce is more productive, collaborative, and more likely to embrace change. Employee satisfaction remains one of the most important goals for any telecom business.
We also agreed that simply introducing a technology platform is never enough to effect change. The tools themselves do not make a transformation project successful -- people do. We discussed how getting people to buy into change had to happen on two levels:
Executive level: To ensure transformation is successful within a business, you have to get buy-in from the very top — and not just fleeting support or approval. It must be a passion project that they can throw themselves behind.
Pressures and challenges will always come in the form of questions around budget, timing and ROI, but if the project is actively sponsored by a C-level exec, then the workforce is much more likely to engage.
Senior management level: One step down from the C-level ‘sponsor’ of a digital transformation programme is the senior management decision makers. This group must establish common and achievable goals that can be filtered down to teams. Without this clarity, a project can spin out of control. Managers must have a clear vision of their desired outcome and a realistic idea of how the business will get there.
Sending a clear message
After that project roadmap has been established, the next step, is execution – how teams are mobilised to get the job done. And this must always start with communication.A common theme in the roundtable was how challenging but vital it is to set out a clear mission to teams and employees about why the project is being done and why digital transformation is important. Everyone in the business must understand the objectives, benefits, and processes before they can be expected to engage.At this point, too, senior managers and executives will need to step in to remove any resistance to the project.
Genuine concerns must be addressed, and any apprehensions should be weeded out as soon as possible so, they don’t fester within teams. Barriers should be raised publicly and discussed collaboratively, with clear messages given about how they will be tackled and overcome.
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