Winning the 4 Battles – Ignorance
Laurent:
Last time we talked about the four battles we need to win to succeed in our Digital Transformation Journey. We described what each battle looks like, both for executives and middle managers. Today we’ll focus on the countermeasures needed to win each battle. Let’s start with a summary. What are the four battles we need to win?
Pascal:
Based on the work we’ve done together over the years with major multinational companies, the four ongoing battles are:
- Ignorance
- Fear
- Guesswork (due to lack of data)
- Scatter (diffusion of effort)
Laurent:
Very good. Now let’s talk about countermeasures to Ignorance.
Ignorance
Pascal:
Ignorance is a major cause of fear. If I don’t understand something, I may well fear and avoid it. On an executive level, ignorance often entails senior leaders lacking a background in technology. As we said above, even ‘basic’ smartphone technology can see miraculous and unfathomable to the non-technical person. And it’s often hard to make the abstract concrete and apply it to your business.
Laurent:
I see. What about the countermeasures? Is there a difference in your experience between the perspective of the executive and the front line, or is it the same?
Pascal:
Executive learning needs tend to be broader and more strategic, whereas the frontline and middle managers learning needs are more tactical.
For example, when it comes to, say, Artificial Intelligence, the senior executive need not know how to apply AI in a specific customer journey, the nature of the proof of concept (POC), or of the specific experiments. But executives need to understand the overall implications, the overall logic, and the major developments in the field.
By contrast, the middle manager leading an innovation team, whether it entails developing a new Digital offering, or digitizing an existing customer journey, needs to have a practical understanding of the technology and how it fits into their specific product and journey. To sum up, executive and middle manager learning needs tend to be strategic and tactical, respectively.
Another difference is that the senior executive needs to understand the cultural and mindset implications of a technology and thereby work to build the necessary environment. In other words, the executive has to ensure the soil is healthy so that AI and other technology can flourish.
Laurent:
Very good. Can you give us a practical example of countermeasure that works in your experience?
Pascal:
We’ve found Executive Coaching is extremely effective. These are one-on-one or small group sessions wherein the senior leader can learn by doing in a relaxed, private environment. Our executive coaching practice entails project-based learning, in a safe and relaxed environment where you can ask questions and practice without anxiety. That’s important for senior leaders who have to project confidence. Our Digital Pathways program entails two supporting programs: 101 – Protecting Your Core Business, and 201: Ignite New Growth.
Exec coaching 101, Protect Your Core Business, focuses on strengthening existing customer journeys by digitizing, by engaging technology, by automating and son on. Exec Coaching 201, Ignite New Growth, is about designing entirely new customer journeys and Digital offerings including new Digital ventures. Through such executive coaching we find that our partners can make the critical mindset shift from ‘Digital is a threat’ to ‘Wow! Digital is a huge opportunity!’
Laurent:
Very good. And each session is roughly three hours, am I correct?
Pascal:
Yes. Our executive coaching sessions typically begin with a short demonstration of a Technology or the principle, followed by a practical activity, which usually means a walk in the workplace to see the concept in action. Then there’s homework, usually more practical work and perhaps some reading, which is reviewed in the next session. Our cadence is usually once session every couple of weeks. It’s project-based learning in a relaxed collegial environment, which our partners find is a pleasant and effective way to learn.
Laurent:
Very good. Now that we’ve spoken about senior executives, how do you close the knowledge gap for middle managers?
Pascal:
Closing the various knowledge gaps for the middle manager entails setting up what we call a Pragmatic Innovator Framework, which typically has two major parts. The first is a Pragmatic Innovator Academy wherein I as a middle manager can learn through hands-on boot camps. Bootcamp content, or course, depends on the learning gaps we identify, but typically they include essential elements of Design Thinking, Lean Startup, Growth Hacking, or what we call New Ways of Working.
And the second element is the Pragmatic Innovator Network. We seek to create a network of learners who connect on a regular basis and share learning thereby. We usually begin with monthly teleconferences, quarterly learning sessions or Bootcamps. We want to share ideas laterally and thereby connect and energize the organization. With time middle managers start to feel comfortable and say, “You know what? This is an opportunity. I understand Growth Hacking now. I think we can do it.” And as in the case of executives, we practice project-based learning. In summary, our Pragmatic Innovator Framework comprises an Academy and a Network which gradually fills in the knowledge gaps and gives front and middle managers confidence that Digital is an opportunity, and that the future is bright.
Laurent:
In summary, the Academy is about learning the basics and the innovation framework. The Pragmatic Innovator Network comprises people who have been through the same process and support each other’s learning and growth. The ultimate goal is to help each other and gradually drive cultural change internally, correct?
Pascal:
Yes, a good summary.
Laurent:
Thank you. Looking forward to our next chat.
