{"id":49291,"date":"2021-07-09T17:29:00","date_gmt":"2022-10-18T17:29:01","guid":{"rendered":"https:\/\/www.salesforce.com\/?p=49291"},"modified":"2023-03-27T14:17:22","modified_gmt":"2023-03-27T03:17:22","slug":"leapfrogging-forward-requires-putting-people-first-heres-how-to-do-it","status":"publish","type":"post","link":"https:\/\/www.salesforce.com\/au\/blog\/leapfrogging-forward-requires-putting-people-first-heres-how-to-do-it\/","title":{"rendered":"Leapfrogging Forward Requires Putting People First \u2013 Here\u2019s How"},"content":{"rendered":"\n

There\u2019s been plenty of talk around why transformation is so important and why so many organisations need to slingshot past incremental stages of digitisation. Those are important conversations, especially with the public sector facing growing urgency to digitise. But it\u2019s also critical to talk about the \u2018how\u2019. Jackie Cook, who specialises in helping organisations make transformation goals a reality, explains why part of the answer is keeping things human.<\/em><\/p>\n\n\n\n

Transformation projects used to span years and huge chunks of budget. But, now, that\u2019s already starting to look like ancient history. <\/p>\n\n\n\n

Pandemic responses famously disproved the notion that transformation can\u2019t happen quickly, while decision-makers expect to see quick wins before agreeing to larger budgets. This is true across all industries and sectors, but it\u2019s reached new levels of urgency in the public sector. Not only are more Australians going online for government services, but data sharing and digital solutions are increasingly necessary to deliver on agencies\u2019 missions<\/a>. <\/p>\n\n\n\n

The result has been a stampede toward digital transformation. Slow, steady transformation might have been enough five years ago, but the mass shift toward digitisation leaves most organisations \u2013 both public and private \u2013 needing to leapfrog incremental change and into totally new models, mindsets and ways of working. <\/p>\n\n\n\n

You\u2019ve probably heard a lot of this before. But transformation was already easier said than done. How can you drive change now that the goals are bigger and the stakes are higher?<\/p>\n\n\n\n

Technology is certainly part of the answer, but people are at the heart of it. You\u2019ve probably heard that, too. What we don\u2019t hear about enough are the practical steps you can take to put people at the centre of successful solutions<\/a>.<\/p>\n\n\n\n

Match tech requirements with an empathetic understanding of your people and capabilities<\/h2>\n\n\n\n

When we\u2019re talking about new systems and new capabilities, which is often what we\u2019re talking about when we discuss transformation, we sometimes assume everybody has a perfect, homogeneous set of skills that will allow you to get the most out of any new system. But that might not factor in the actual skillsets or day-to-day realities of the people who make up an organisation.<\/p>\n\n\n\n

For instance, someone might be a subject matter expert in marketing, but that doesn\u2019t mean they\u2019ll know enough about your new digital marketing<\/a> system to get the most out of it. And your transformation might be in trouble if you just assume they\u2019ll have all the time and resources necessary to work it out on their own.<\/p>\n\n\n\n

What\u2019s the solution? Part of it could be embedding solution gurus across value chain areas, ensuring there\u2019s always a person who can champion new ways of working and support others in the journey. In a smaller business or agency, it could be most or all of the staff who are trained.<\/p>\n\n\n\n

Whatever happens, the ambition for the technology needs to be matched by the technical capability of the workforce. An empathetic understanding of that capability should inform your planning before and<\/i> after you implement new technologies.<\/p>\n\n\n\n

Involve end users early, incorporating human-centred design principles as you go<\/h2>\n\n\n\n

There are many ways you can do this, but sending out a single survey and calling it a day isn\u2019t one of them. Instead, incorporate human-centred design principles by putting your end users at the centre of everything you\u2019re doing. Make them an integral part of every phase \u2013 and aim for as early in the process as possible.<\/p>\n\n\n\n

Practically, that means investigating hurdles they face or why they use certain tools in certain ways. You won\u2019t find answers you need through closed questions, so seek out open-ended discussions and dig deeper. <\/p>\n\n\n\n

If you\u2019re starting<\/i> with these sorts of user perspectives and problems, rather than bringing them in after you\u2019ve already started planning, you\u2019ll have a greater chance of ensuring that what comes out the other end is of genuine value. After all, if end users don\u2019t value it, they won\u2019t use it.<\/p>\n\n\n\n

Create rapid testing and feedback loops<\/h2>\n\n\n\n

Listening to users doesn\u2019t end with planning or design. And while you might find terms like \u2018rapid testing\u2019 in conversations between developers, that doesn\u2019t mean it\u2019s just tech speak. Testing and feedback loops are all about keeping your finger on the pulse \u2013 they\u2019re how you anchor solutions in the actual problems of actual people. <\/p>\n\n\n\n

Of course, you can\u2019t act on every piece of feedback, nor should you. But, in order to consider whether it\u2019s worth acting on, you have to gather it and record it. To do this, you need a consistent way to measure the value of each suggestion. This comes back to whether it will make a difference to your pre-agreed KPIs (more on those later).<\/p>\n\n\n\n

Build out distinct roles that support your ambition<\/h2>\n\n\n\n

Especially if you\u2019re trying to leapfrog several stages of transformation, how will your people drive innovation and keep the lights on at the same? After all, those are very different endeavours, demanding different skill sets.<\/p>\n\n\n\n

This is the part that can feel like trying to change the wheels of the bus while it\u2019s in motion. But, if you\u2019re clear-eyed about how your ambition matches with your internal capabilities, you can make sure the right people are in the right places. For instance, you might designate a team of innovators whose focus is evolving your solution and making that leapfrog happen. This can fit hand-in-glove with providing embedded champions or additional training within the teams responsible for keeping the organisation ticking along.<\/p>\n\n\n\n

All of this requires great knowledge of your organisation and its goals. But that\u2019s not sufficient without an even greater understanding of the people responsible for making those goals happen.<\/p>\n\n\n\n

Rally leaders around shared KPIs and deeper culture shifts<\/h2>\n\n\n\n

Lastly, but maybe most importantly, is bringing people together around a shared vision and definition of success. <\/p>\n\n\n\n

Whenever I\u2019ve dissected a failed transformation, we tend to find misaligned KPIs. So many times when things fail, it\u2019s because the scope isn\u2019t clear. It\u2019s because people want different things. It’s because the teams get pulled in multiple directions, and the confusion might get misidentified as \u2018agile\u2019. <\/p>\n\n\n\n

Of course, there\u2019s a lot of work around technical requirements, security issues and other \u2018hard\u2019 factors. But success relies on making sure leaders fully understand and agree on what the project should deliver, which is a fundamentally human exercise in diplomacy and communication. <\/p>\n\n\n\n

This alignment also matters because leaders are often the ones who determine the \u2018soft\u2019 factors like culture and mindset, which can make or break a project no matter how much work you do around the \u2018hard\u2019 factors.<\/p>\n\n\n\n

Many organisations have never faced more urgent imperatives to transform than they do now. When the stakes are high and the timelines are short, it\u2019s crucial to stay focused on the practical steps forward. And, at every step, your people will be key for making sure you\u2019re headed in the right direction.<\/p>\n\n\n\n

Understanding success in your sector<\/h2>\n\n\n\n

These principles are relevant no matter your sector or industry, but the COVID-19 pandemic has underscored the importance of digital government. Find out how Salesforce solutions can help public sector organisations transform<\/a>.<\/p>\n\n\n\n

Want more? <\/b><\/p>\n\n\n\n

  1. See the latest research on crucial relationships between trust in government and public sector digitisation<\/a>. <\/b><\/li>
  2. Check out a real-life example of successful public sector transformation<\/a>.<\/b><\/li><\/ol>\n","protected":false},"excerpt":{"rendered":"

    Need to move fast on transformation? You\u2019re not alone. 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