¿Cuál es su visión de liderazgo para la transformación digital?

I see digital transformation to be a key aspect for survival, sustainability and even winning if done right. Leaders should team up with process owners and processors to convert roadblocks, time consuming steps into automated time efficient processes.

A challenge when thinking about the vision on this topic is to understannd that what brought you here is not what will krrp your business running due to the new challenges and changing businessess. So, we need to left our beliefs behind and be ready to start from scratch to really be disruptive

In the fast-paced digital landscape, a vision isn't just a statement; it's the heartbeat of our journey. It serves as a compelling beacon, illuminating what we aim to achieve and why it's vital. Our vision unifies our efforts, ensuring that every action aligns with our purpose, values, and objectives. Without it, we risk wandering aimlessly, losing sight of our goals, and the motivation to attain them. A vision for digital transformation isn't static; it's a dynamic reflection of our organization's adaptability. Grounded in realism, yet flexible, it navigates the opportunities and challenges of the digital era, allowing us to thrive in an ever-changing landscape.

A vision for digital transformation isn't just a roadmap; it's the heartbeat that drives innovation and adaptability. This vision is the North Star, guiding decisions even in complex terrains. I recall a defining moment post-our vision's inception. A team member, post-meeting, remarked, 'We've chosen a path demanding more effort, but it aligns with our Vision.' Their decision to pivot, guided by our shared vision, epitomized leadership at every level. In this digital age, a leader isn't just a decision-maker but a beacon, illuminating the path. With a clear vision, we don't just navigate change; we harness it, collectively steering towards new horizons.

A vision shares why a digital transformation is necessary and what is the dot on the horizon. The last sentence could be removed, because it's up to the stakeholders what realistic is. Flexibility and adaptability are more elements of implementation.

I would rewrite this part from an outside-in perspective (customers, industry, trends, strategy, organization,...). Writing more outside-in helps with sharing a vision that's compelling for stakeholders and reduces the focus on gaps, risks and feasibility.

Simplify. At its core, creating a vision involves asking three questions now, one question later. Where are we now? Where do we want to be? How do we get there? then, Did we make it? (remember to measure what matters, benchmark performance, and report outcomes)

Creating a vision for digital transformation is akin to sculpting: chisel away at current realities while molding future aspirations. Begin with a deep dive into your organization's DNA, gauging present capacities while identifying latent potential. Overlay this with industry trends and customer expectations, pinpointing where digital prowess can bridge gaps. While exploring technology's vast expanse, prioritize tools that resonate with your core values and goals. And, when crystallizing this vision, harness the power of narrative. Weave in relatable stories and metaphors, making the digital journey palpable and inviting to every stakeholder. In essence, chart a course where tradition meets innovation.

Identifying the gaps and needs, for example, a media company may identify a need for a more user-friendly mobile app as more users are consuming content on mobile devices. Understanding the potential of digital technologies is essential, entertainment law firms should adopt blockchain technology to create transparent and secure contracts. Articulating the vision in a clear, concise, and compelling manner is crucial for buy-in from stakeholders. Using stories, metaphors, and examples can make the vision more relatable. The vision should be flexible enough to adapt to new technologies and trends. For example, the rise of AI and machine learning offers opportunities to enhance products and services not previously considered.

I completely agree that the company vision should be written from the customer point of view, it gives your customers a feeling of appreciation and inclusion.

you could communicate it through the company logo or slogan. Think of Nike what is their slogan? Just Do it! as I said before it talks to their clients and motivates them.

Conveying a digital transformation vision demands more than mere announcement; it requires inspiration. Start with a compelling narrative, painting a vivid picture of the future. Address the 'why' behind the transformation, making it relatable to each stakeholder. Leveraging diverse channels, from town halls to digital platforms, ensures wide reach. Tailor your message for each audience, from tech teams to end-users. Reinforce alignment with organizational values, underscoring transformation as a collective journey. Regular updates, celebrating milestones, and transparently addressing challenges build trust. Remember, it's not just about broadcasting a vision, but igniting a shared passion for it.

Before communicating the vision, it must be clear who the stakeholders are. The stakeholder salience model helps with that. The stakeholder salience model prioritizes stakeholders based on power, urgency and legitimatici.

It is vital to share the vision with all stakeholders to get their feedback, support, and buy-in. A tech company developing a new product should share its vision for digital transformation to ensure everyone is on the same page. Different audiences require different approaches. The message for investors might focus on the financial benefits and ROI, while the message for employees might focus on how it will make their jobs easier and more rewarding. Demonstrating how the digital transformation vision aligns with the organization's vision, and values is crucial for buy-in. A law firm's vision for digital transformation might include implementing technology to streamline contract creation to provide efficient legal services.

Executing a digital transformation vision isn't a linear process; it's an iterative journey. Begin by breaking down the vision into actionable steps, creating a flexible strategy with clear milestones. Allocate resources prudently, ensuring teams are equipped with the right tools and skills. Foster a culture where innovation thrives, and calculated risks are encouraged. Regularly assess progress, using data-driven insights to refine the journey. Crucially, cultivate an environment of collaboration and openness, ensuring all stakeholders feel ownership of the transformation. Embrace setbacks as learning opportunities, propelling the organization forward. Ultimately, it's about transforming vision into tangible value, step by step.

Translating the vision into a strategy is essential; a tech company's vision might include developing a new software platform. The strategy could involve creating a development team, setting milestones, and allocating resources. Clearly defining roles, responsibilities; a law firm might assign a project manager to oversee the digital transformation. Regularly monitoring and evaluating progress ensures that the digital transformation stays on track; a media company might use KPIs like user engagement, subscription growth, and content production to measure progress. Being flexible and adjusting the plan as needed is essential; a tech company might realize that a particular technology is not working and decide to pivot to a different approach.

Navigating digital transformation is akin to sailing turbulent seas. Resistance and unforeseen barriers often emerge. A leader's mettle is tested not by avoiding these challenges but by addressing them head-on. Embracing a growth mindset is pivotal: view setbacks as opportunities to refine the journey. Cultivate resilience, ensuring the team remains undeterred by short-term hurdles. Foster open dialogue, allowing concerns to be aired and addressed collaboratively. Seeking wisdom from those who've treaded similar paths can provide invaluable insights. Remember, every challenge faced is a stepping stone, refining the organization's path towards a digitally empowered future.

Overcoming challenges is not the best wording, it's better to prevent and solve challenges. Professionals don't just resist or block business changes, there are reasons for that. Those reasons must be know before starting the implementation. Yes, there are always things you couldn't foresee and that's why a business change is not a linear process.

Resistance to change is a common challenge in any transformation process.Employees may resist using a new digital platform because they are comfortable with the existing systems and processes or a tech company may face technical challenges in integrating new software with existing systems, or law firms may encounter financial barriers in investing in new technology. Regulatory changes in the tech industry or shifts in consumer behavior can create uncertainty and complexity. Having a growth mindset, a resilient attitude, and a collaborative spirit are essential for overcoming challenges. For example, a tech company that fosters a culture of collaboration, resilience, and continuous learning will be better equipped to overcome challenges.

It's not just "you", it's a learning process for the whole organization and all stakeholders. Make sure that your stakeholders are learning too. Provide training and support where needed.

Promote a learning environment within your offices , I created white boards near the break rooms, that I added a new Lean six Sigma principal each week. This open a point of discussion and opportunity of teaching and learning among my team.