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Before the event, Max, Jen, and I discussed our expectations and what we thought would come up. We focused on people and culture—specifically, how important it is to set the right tone and consider the impact that large-scale transformation has on the people within the organisation. Once we got to the event, there was a lot of engagement around that very topic.
One of my key takeaways was the shared understanding that digital transformation, whether it succeeds or fails, often depends on how well people are brought along on the journey. Recognising and developing talent to carry the transformation through is essential. Ultimately, transformation is about people and culture, with a strong appetite and willingness to change at the core. It’s also an opportunity to help people who are ambitious and want to grow within the company as it transforms. So, it’s just as much about people as it is about executing on the strategy, if not more.
What really caught my attention were the questions around handling talent, particularly how quickly to make decisions about exiting certain people from the organisation once the transformation journey begins. There were quite a few questions on this, and we talked about the importance of doing it as quickly as possible, while also handling it as sensitively as possible. It’s not necessarily negative—sometimes, there are people who aren’t on board with the journey. Allowing them to voice their concerns and helping them exit can actually be a positive step, as it lets them find a better cultural fit elsewhere.
We also discussed spotting the right talent and identifying key players—those who will help make the transformation a success. This presents a great opportunity for individuals who are enthusiastic and willing to move forward on the transformation journey with the organisation.
There was also recognition that large-scale transformation creates unique pressures. For example, in a private equity environment, things tend to move much faster, and there’s added pressure. Some people thrive in this fast-paced environment, while others struggle. But regardless, it’s crucial to support those who are part of the journey.
I think someone who has been through a transformation before—whether it was a success or not—brings valuable experience, as there’s a lot to learn from just going through that journey. Ideally, they’re strategically focused, with a clear understanding of the bigger picture and how all the individual parts of the plan fit together. They can think ahead, anticipating potential issues, and work collaboratively with teams across the organisation.
Building good relationships and maintaining open communication are also essential, especially for someone who is comfortable with the fast-paced nature of transformation and can handle shifting priorities. It’s important to be able to juggle multiple demands and deliver at that pace, with a proven track record of doing so. Of course, they also need to bring the specific skills you’re hiring for, whether that’s in technology, product, or another area.
But above all, the ability to bring people along on the journey is critical. From our discussions at the event and from my own experience, it’s clear that successful transformation relies on engaging people at all levels. While speed is important, it doesn’t always lead to the best results—you often need to go slower at times to go faster in the long run, ensuring strong communication across teams, locations, and levels. That would be the key skill.
I’d say having a clear, well-visualised strategy for your transformation is essential. There are many cases where leaders decide they need to ‘digitally transform,’ but what that means in practice hasn’t been thought through fully. Your business vision has to align with your transformation strategy and plan. It’s important to take the time to define what you want to achieve and ensure that the infrastructure and people are aligned with that strategy. There’s no point in pushing forward a plan if you can’t support it operationally.
Another critical element is considering the right tools. We discussed tooling a lot at the event, especially around how to measure the success of a transformation. Every time I work with a client, I see the importance of having the right tools for tracking progress. The saying goes, ‘what gets measured gets done.’ Having appropriate tools not only automates processes and saves time in the long run, but it also facilitates informed discussions about when and where to pivot.
If you can organise your data effectively, you can make data-driven, unbiased decisions along the transformation journey. Whether it’s for program management or budget tracking, having a single, clear view of information is incredibly valuable. I often see cases where different departments have conflicting views on project status, which is why a unified approach is so important.
I think it all comes down to people. Over the years, it’s become increasingly clear to me just how essential it is to bring people along on the transformation journey and to have the right relationships within the business to make things happen. During the panel and in the networking afterwards, a lot of the conversation focused on this. Everyone, it seemed, recognised that people and relationships are equally critical to transformation success.
One moment that stood out was speaking with a chief people officer in the audience. She shared that every time she starts with a new client, she’s often struck by how much work there is to do in aligning both leadership and employees with the transformation goals. She mentioned that she wishes she could get involved even earlier in the planning stages because so much of the challenge involves managing the impact of change on employees.
So, I’d say my key takeaway is that people really matter. Their engagement and buy-in are absolutely fundamental to successful transformation.
