Empower your Staffing business with digital transformation sales for staffing

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you know this is a a pretty big buzzword that you might have heard in the past especially in the consulting industry um lots of companies have been talking about it so you know what does it really mean well digital transformation is a profound change of business activities with the use of technology it's not just software or technology that a company might choose to use it's the process of using digital technologies to create new or modify existing business processes modify your culture and also your customer experiences to meet uh growing challenging changes that happen in your business today the effort is you know really imagining uh reimagining actually your business as the digital age comes to adapt and evolve um it's also uh really important to note that digital transformation isn't just an i.t initiative instead it's a holistic look at your entire organization and the evolving boundaries of that organization how you look at things and how you serve your customers with the use of technology and so this graphic that you see here on screen this is the framework that we're going to be using today it shows that in the center with the with the green right there the focus is you know on technology but what we want to do is talk about how strategy envisioning your process optimization and change management are all interconnected with technology and help fuel the digital uh transformation for your company so let's talk a little bit about uh disruption first before we get into that um and you know we talk about disruption in the sense of breaking apart the status quo but this is really meant in a very uh good and deliberate positive way um it's about taking you know what might be ordinary convention the uh we've always done it this way or this is what our current state says it is you know breaking that breaking that status quo using creative visionary thoughts and ideas to disrupt that conventional thought so it's breaking the status quo you know by achieving your vision by changing the business model of how you operate and how it affects your people processes and technology and there's some negative connotations right and let's just maybe get those out of the way there's some negative connotations when it comes to the word disruption and quite frankly those concerns are not unfounded here are some of the facts and figures that we've that we threw up on the slide here it's from project management institute pmi they say that 80 of the organizations um have undergone significant transformation with technology but only 25 of those have achieved the tangible benefit that they thought they would receive you know let's think about that that's pretty scary right and the other fact there is uh organizations waste uh 132 million dollars out of every 100 uh every 1 billion dollars invested in digital transformation and that's 13 of the pie or as i would say you know a large piece of the pie that you'll never taste in 2022 uh approximately uh two trillion dollars uh is going to be spent in digital transformation and now kind of going back and and looking at the math on it um that's 250 billion dollars wasted on failed parts of the digital transformation so when it comes to technology implementations what we find is that there's a general sense of just clear lack of direction and strategy of where the company wants to take their digital transformation and why they're doing it there's usually weak visioning from the very top and weak project management and weak buy-in from the executive leadership team on how to guide companies through a major transformation and what we want to do really is is flip that into the idea of disruption the negative connotations associated with it we want to flip that on its head and we want to bring the positive out of disruption and that brings us to disruption with a purpose and one of the major intents of this uh presentation and that's what we try to do as a as a consulting firm at uhy um what we did is we polled our clients to kind of just receive some data from them some feedback on as a consulting firm you know how are we uh progressing against our goals to help our clients fuel a digital transformation and what we saw was some generally positive uh responses that you know 92 of our clients they've gone through some sort of digital transformation within the last 18 months uh whether it's been an erp implementation uh integrating a third-party system or revising their data strategies and uh 85 of those folks felt like they were very prepared which is you know that's a that's awesome that's great um but 46 um indicated that the transformation was highly disruptive to their organization in a negative way i mean and if one or two people feel that way about it that's a pretty high number but you know this sort of doubles down on the intent of this presentation that digital transformations uh can enable you to serve your customers better and although they're disruptive they're they're in place to uh to again get you know serve your customer better make better internal processes and uh and you know they're gonna be disruptive um but that's the whole point is to intentionally be disrupted through this process and um and you know some people are receptive to that type of change and some people some people are not and it all depends on what kind of camp and what kind of change are you communicating throughout the process and so what we want to do is make ourselves more receptive to this and we want to make ourselves more intentional through the disruption and this is the idea that uh you are being very thoughtful on how you're going to consciously control that change and if you're going to control that um and change and you want to communicate the idea in a very positive manner of this disruption this is positive disruption that's going to happen and if you're able to do that amazing things can happen for your company's people process and also technology so i'm going to go back to this original framework that i kicked off this presentation with um and this is what you see in the right top right hand corner of the focus areas that technology's sitting in the middle of it but we've also got strategy and visioning at the top process optimization bottom left and then change management in the bottom right and i'm going to first talk about strategy and envisioning because that's really where the entire process starts with the digital transformation so let's start off with the strategy and vision and the whole idea here is is your strategy and is your vision ready and you'll be surprised at how many executives don't know what their strategy and vision are we've gone to numerous clients and held numerous strategy and visioning workshops to get our clients oriented on this topic um this is very important for a few reasons because one understanding your strategy really influences the technology decisions that you're going to need to make for example are you currently in the b2b business uh but eventually you want to start e-commerce that's going to influence the technology path that you take and another example is you know are you looking at how are you servicing your customers of today rather than how are you going to service the customers of today and tomorrow and thinking in that long-term path uh really sets you up for your next frontier on where your digital transformation goes and so these are really important considerations when considering your digital transformations that you're about to go through since uh strategic decisions right now significantly impact the success of your digital transformation and let's talk about your company's vision uh you know your vision and when you're establishing that that's something where you can be you know it really needs to be spectacular and it needs to be you know a lack of using another word it needs to be visionary your vision is really your rally cry or your company and your people that work for your company and it's really important to clearly define um what it is so your vision should define why you're in your business and what are you trying to accomplish um and it also defines what's important for your organization and it's a driving force behind everything that your company does and what goals that your company is going to make to connect to that overall vision when you're thinking big and so to do that and to start off with uh to start creating your strategy you really need to start off with with the why and the why is really important we start here with with all of our clients when we're doing this strategy envisioning sessions it's really starting with um you know why are you in this business and ing to simon sinek who is an amazing consultant a marketeer and also an inspirational thinker he says that most companies know what they do and they also know how they do it but they don't know why they do it and so we need to do what we need to do here is create a you know good connection between the why and the vision for the employees so let's talk about an example with amazon and uh you know amazon is a story that probably needs no introduction and uh you know they're but they're they're just a good company to talk because they're a great classic example in the case study amazon started off as we all know as a book retailer in 1994 and now they're a marketplace where you can buy anything and everything that you need and so what's interesting is that amazon's vision has stuck throughout uh their tenor as a company so far so their vision and i'll read it out quote um our vision is to be the earth's most customer-centric company where customers can find and discover anything they might want to buy online and endeavors to offer its customers the lowest possible prices and if you look at that statement you know in that statement there's nothing that specifically talks about books or the products it sells or how they sell it on their website instead amazon clearly defines its vision that it wants to be an online platform that focuses on the customer and offers the best prices and that gives a sense of purpose for the company that speaks you know directly to the employees that work for that company and over the history of the company like i said it doesn't it doesn't matter what they sold you know it's it's what's mattered is that their core vision stuck throughout and so what i'm going to do here is um i wanted to show a quick video this is again i just referenced simon sinek he's got a a short five minute video here that um illustrates the importance of the why i hope you enjoy it give me one second here so i can share it um okay i hope everyone enjoyed that video on the importance of the why um just want to confirm that my screen is still working uh yes it is okay great thank you okay so you know simon sinek he's you know very well articulates probably much better than than i can right but the importance of the why was clearly illustrated from that people buy why uh people buy the product because of your why they don't buy it because of the how um and so you know to illustrate this on the slide we you know we've broken this down into vision strategy and goals and objectives the why is critical because it feeds into the company's overall vision the strategy part is the how like how are you going to achieve your vision and then the goals and objectives parts are specific it's what you're going to do to achieve that strategy so i'll go back to my amazon example before that video the vision the why right again amazon's vision is to be earth's most centric company where customers can find and discover anything they might want to buy online and endeavors to offer its customers the lowest prices the strategy which is the how one of the strategies that they could build up is you know we will build an online marketplace platform where you can search for customer products read millions of reviews you search and purchase history to guide users on what else they'll buy and then the goals and objectives the what these are specific actions for the teams that will carry out the strategy admission such as maybe uh you know creating a more efficient algorithm to to better a part of their website or negotiating better contracts with your vendors those are the goals and objectives that all feed up to the strategy and the strategies that feed up to the vision and this is why it's really important to understand you know if your strategy and your vision are ready and if not it's a good time to to dust off the strategy and rethink what you want to achieve and how you want to realign your company to the vision okay um the the next second area that we're going to focus on today is process optimization and the main fundamental question we're asking here is are your processes ready too many times you know we've looked at companies that you know don't understand what their current state process is where you know they'll select a new software your processes will inevitably change and a disruption is going to happen because your people are going to have to work in new processes um we have clients that we've operated with with you know 20 year old technology and they're looking to operate that technology so when you're implementing that new technology you'll need to change and optimize your processes during that transformation and this is where you're primed to do that so with the business process optimization what what can you do right um again the point here is to intentionally disrupt the status quo because you're striking when the iron's hot this is where you've got an opportunity that you can take advantage of the fact that change is coming coming and then you could be creative and also imaginative on what your future state looks like this is a good time to take a comprehensive view of your business operations and set the stage for the strategies and vision that you just created your focus should be on identifying gaps to the processes of where you ideally like to be eliminating waste and prostate efficiencies and documenting what your future state process should look like so when we talk about redesigning what the future state of your processes look like the systems today are highly configurable and you'll have the opportunity to really look at your processes from the ground up and create new processes to align to the configurations that you can make in your system and so by visioning out what your future state process looks like you can redesign them configure the tool the best way you want to and and go that will go with that approach the the key here is being prepared and putting the time in to work on your processes before you envision what your technology is going to be implemented like and so when you talk about processes really uh one of the main things that come off is lean and you know there's a lot of talk about eliminating waste and and in your processes and being lean and you know we can rely here on some key lean principles so you want to lean on your processes and you know that really starts with identifying your key focus areas where uh you know which come directly from your visioning and your strategy for example uh you could be looking at a an order to cash process or p2p process which is you know your customer order to cash or your procurement of goods and services to the payment of those goods services those are some key process areas and those you might want to look into those if that lies with what your strategy says and if those processes are well designed you will eliminate process issues downstream then you want to assemble a team of functional leaders to own those process areas and this is where the accountabilities and the sense of ownership is created for the functional leaders by empowering your functional leaders they feel that they're part of the process of the redesign and have a greater sense of ownership of the functional areas these key subject matter experts oftentimes know you know what's the best way to go about this process they just haven't been heard and this is the place where you want to tap into that internal knowledge to create new processes to lean out your current state processes what's really important here is having that strong executive sponsorship from the top who understands why this change is going about who understands the visioning of the strategy and who can strongly communicate uh why this changes is needed these individuals they they champion the change effort they uh make the key decisions uh on you know how to steer the scope of this change um also they encourage buying from their employees and again speaking of encouragement i think the next bullet here is about communication and oftentimes this is where transformation efforts fall flat um the need for clear and concise communication and of objectives and goals of the project and the changes that change that's going to happen to the associates who are working with change are very critical in this in this type of change and you know not only does it help manage the effort of the change by communicating but it also empowers an employee and so the last bullet here is taking it to the gimba and the gemba is what we define as taking it to the level which where the work is performed and sitting side by side with the people who are actually procedurally doing the click by clicks to understand what their process looks like and oftentimes it's them and also their direct leaders and supervisors that have the best ideas of how to make a process more lean since they've been living in it for so long so to you know go along with you know how how we assess uh administrative waste and and get more of me right this is a graphic here that shows the eight different types of waste and we call it the waste wheel it's a tool that we commonly use when we're prop when we're performing these business optimization process efforts with our clients and so for example let's talk about a process maybe in the staffing industry where you've identified a client for a client project and you've decided to set them up for a client there may be a series of forms that need to be filled out and maybe you miss one form of the employee because a checklist wasn't created well you know because of that you you experience the defect waste here which is the first one that defect waste uh you know leads to rework in the process and so we look for areas of rework make corrections to the processes we cause to fix this uh over processing is another one where extra steps or extra forms are optional maybe not required but you're collecting too much and that's really slowing down the overall process so that's over processing another one here which we see oftentimes is untapped potential where um you know you've got high quality employees that are bogged down by working non-value-added tasks such as you know working through defects or working through over-processing issues where you know these employees they're capable of so much more um to get these higher higher valued items done but you know they just can't get it done because they're bogged down by other types of waste so on potential uh untapped potential happens you know at every organization where creativity gets suppressed by other forms of waste so uh you know from here what we do is an operational assessment and remember this is your opportunity to disrupt the status quo the goal of an operational assessment is to address points of pain and re-engineer the way that you work so in this case we'll take a deep dive into some key focus areas and conduct an operational assessment to determine what are your main points of pain this is the up this is also the opportunity to really think through what your end-to-end processes look like and what how you want to realign those to make them best from both your company and also your customer standpoint you want to identify gaps in internal controls this one's important you know employees generally want to do a really good job but they're inhibited by either a bad process or bad technology or sometimes even both this can be because a software isn't configured correctly or there's a waste component or process that deviates themselves from an ideal state process what happens because of that is that employees begin to create what we call uh workarounds to circumvent what uh systems and processes their incapabilities are examples of these workarounds you know they include manually maintained spreadsheets word documents sticky notes reference tables things of that sort that are really taken out of the system of record and those are workarounds ideally you want to maintain those key elements within your system of record they should be embedded there but um you know users tend to you know figure out ways around the system in this and so the approach you know during this process redesign during a digital transformation is to map out your future state and ensure that your processes don't have these workarounds and capitalize on your full on your full stack of technology to get you there there's always a good cross-section between the alignment of and it's a sweet spot between both what's good for your processes and what's for your technology so this is your end of the day you know your operational assessment is really where um you have the opportunity to to disrupt the status quo so what we use here are uh some process re-engineering tools and there's a few of them here showing the screenshots on the screen um you know we do visio process maps to kind of map out end-to-end processes the processes the process maps can you know they can also include various roles and cross-functional departments that own process areas so that when you're thinking through this you're thinking through it with a cross-functional lens uh we also create policy and procedure documents that clearly define purpose scope responsibilities and procedural steps for processes and policy areas another useful tool that we use is called a cypok that you know not only defines what the process steps are for a given process but also what are the suppliers of that information what are the inputs required to carry out process steps and then what are the outputs of the processes and who are the customers of each of the process steps and lastly uh accountability weighs large here when creating new processes so you know you create great processes and you could do those all day and you can create lean processes but if you haven't really empowered your employees um to take on the accountability it won't get executed the way that you want to so we leverage uh racy charts uh these define process steps and identify what roles and responsibilities are um are in these process steps so it defines who's responsible accountable consulted and also informed during during process steps and that just helps to show the accountability across all the process areas that you are re-engineering so that's the the process piece of this presentation um the next one is about your technology and really you know the the crux of this this presentation and so one of the things that you want to ask yourself is you know before you get into a technology selection or before you go into digital transformation um you want to ask yourself are you are you currently leveraging what your existing technology is today and what what you have in place in the system oftentimes can be leveraged or there could be a click of a button or a toggle that turns something on um now i recently heard that companies on average use only 30 of what their current systems have to offer that's you know 30 30 of existing features that are already inbuilt in that in your system and so just let that sink in so you know before going out to purchase a new tool or software and spending a lot of money uh doing an evaluation and spending a lot of money in the software it's really important that you understand what you currently have in your system stack you don't want to add anything new to a system stack that you already have the capability of doing your your existing system stack might be you know perfect for what you need you just need to turn something on and and it could work we've seen this happen in many cases oftentimes it could just be an upgrade that needs to be done as well to your existing system to get a new new sort of functionality so you can save money by rationalizing what you currently have and another area that we see is that you know your systems and data are not properly integrated between your different systems so you know there are great systems in middleware that exist today that can help with automating the the data from system to system um that you can leverage to help with that and lastly another thing we want to evaluate is whether your customer is asking for too much um in some specific cases especially throughout my career you know i've seen where a single nitpicky customer can drive a large requirement or a technological shift for a client now granted you know if this customer is a key customer and your business relies on them it's certainly worth the consideration of evaluating what that customer's needs are but you've got to be really careful in how much you're willing to spend to appease a single customer especially if you're looking at it from a strategic lens of growth that you won't be servicing this just this one customer for for a very long time so you got to be very careful on how much you're willing to to appease your single customer um as an example you know i had a client very recently that was so specific about what they wanted to see on their bill and their billing requirements and in essence what my client was doing was was doing the the accounts uh receivables job for for my client and so in essence that that reporting billing requirement was was part of a system stack that um that they wanted to go after but all it took was really one um phone call to the customer and saying hey i can't offer you this because it's doing this for my internal operations is there any way that we can reach a more happy medium and that all they took was that quick conversation and this you know this issue was taken up annually a full fte um and so just by having some sort of conversation they're not totally appeasing to your customers on on on what what they need uh to 100 can help with this now again you know we want to evaluate that with with a grain of salt and make sure that you're still meeting the requirements for your customers so these are three questions that are certainly ones to ask before um making a large decision for for change and investing that much money into it so well you know when going through a technology transformation we often see these common um slips and trips and falls and oftentimes what we see is that the business doesn't use their business leaders and process owners to lead either the evaluation of a software or the implementation of the technology instead what we see is that it's a very i.t driven initiative and this isn't really how you want it to work i.t should certainly be a key stakeholder in this entire rationalization process to ensure that you know the it requirements are met however they shouldn't be the ones that own the entire effort the the people who own the processes are the individuals who will ultimately work with the software and have you know they're the ones with the subject matter expertise and should be leading the charge if it runs it you kind of run the risk of not getting the tool that fits your business's needs the next one that we see is companies don't take the time to fully assess what their real requirements are so uh they they poorly frame a requirement such as maybe an example is i need good reports from the system well that's not really a well thought out requirement a well thought out requirement might sound like we need the ability to establish budgets and forecasts variances to forecast actual data month to date year to date month over month by product categories by sales associate so on and so forth that is a more specific uh requirement rather than just saying i need good reporting from the system so taking the time out to really developing out what your true requirements are really feeds all the way to the top of what um you know of what your what your strategy is and and where you want to go with this the next one we often hear is what you know we'll get this done with part-time resources and you know the most effective way to implement a new system is to dedicate resources with the subject matter expertise uh full time to capitalize on the technology and implementation durations using part-time employees very useful um and and definitely don't want to understate that but you know it could lead to scheduled flippage um and in the implementation and won't get your technology adopted as fast as possible you also run the risk there that your part-time employee might not know enough about the process area and um you'll need that subject matter experts spend more time on it the next big misnomer we see is that our clients say that our business is so unique that we need to customize most of the software to suit us we see clients get very customization happy which leads to a massive increase in cost for them what you want to do is more configuration based and not customization based and those are those are key distinct things to look out for you also run into big issues with customizations when a software update needs to be included down the road and if those are pushed by your software provider um and you have massive customizations you just won't be able to upgrade to the newest software or they may make you upgrade to the software and um all your customizations get wiped out and so all those customizations that you paid for get um get wiped out to none so a rule of thumb here is that if you're going to be doing over 20 of customizations you know you're you're likely doing something incorrectly or you might need to you know go back to the drawing board of why we're customizing this or you might have flatly you know selected the wrong tool you've got to kind of go back and reevaluate the tool that you're that you're paying for at that time um there's so many different tools out there that cover you know a majority of what you need so you know don't assume that you're overly unique in the sense look for processes uh first to see if you know if something can be leaned out to follow what the system and what they commercially make available in that technology so that it doesn't require that customization and another false state is you know don't assume that your function that your system will function as smooth as what the software providers did in their demonstration um it'll take a little time and you know during your implementation process it's not going to run 100 percent smooth i don't think i've ever seen an implementation run 100 smooth um there are going to be pitfalls but with the right planning you can ease those pitfalls or anticipate those and see what happens is that oftentimes the software sales guy will oversell on functionality or features and will make you think that your requirements are addressed um i recently had a client that was sold a time entry tool and it was promised that there would be a dedicated mobile application for their employees to clock it and clock out using that tool and it turns out that they didn't have a mobile application on that tool what they had instead was a website that they could access with their browsers on their phones and so completely different uh over cell there right on on what what was actually what could actually be provided and so that led to a lot of issues um in the sense that the the web app didn't uh function as as intended so the point there is that you know you might be oversold on some things and it's really important to understand that your system is not going to function as smoothly as what it did when they demoed the software to you the next one here you know we've heard this is that we want to have one big bang roll out so they want to implement everything from day one and you know in some cases depending on the size of your software or tool it could be that it could be done but you know in some of these big ones where you're implementing an erp that have multiple modules it's it's really important that you might want to look at different dates to implement each module this allows time to delegate to each of the modules make sure it's done right it also allows time to incorporate lessons learned that uh happen from each phase of the implementation and um also make sure that your employees don't get burnt out um from doing too much at once and lastly you know something to keep in mind here is that you know it's a good idea to make sure that the technology you're selecting addresses your key areas of concern in the past the idea was that it made more sense to really implement a single system that um that covers all of the business processes that you need but in today's day and age um especially with the emergence of sas you know there's you know there's so many different softwares that are specializing in in specific field areas that um that going specific into specialized software can oftentimes uh bring you a better lift than using one software broadly across um all different functional areas and so the idea here is you know that is you know a little bit of an antiquated approach you know to use one system there are a lot of like i said before middleware softwares that allow data to get synchronized between one system to the next so you know you want to look at those tools and make sure that your systems talk to one another but also want to consider that maybe a specialized tool might be more productive for your needs okay um and so the last piece here of this puzzle is the uh change management piece of it and we talked about visioning now we've talked about the process optimization we talked about technology and this piece uh for change management really talks about its people and change management this is perhaps uh i would say the most important and probably the most overlooked aspect of every digital transformation that i've helped uh process and go through so you know we can we can't just present the software one day and just say here you go tada right this is your software the the change needs to be communicated well in advance so that the ownership and the buy-in um you know that really gets communicated at the very beginning of the journey and the best way to to do this is to build a comprehensive change management structure and a continuous improvement structure we want users of the technology to adapt and to adopt the technology as quickly as possible and so if you start with change management in mind and you work to evolve your organization that way you can bring along positive change and your implementation will be a lot more successful if this is communicated up front so uh you know for a lot of companies that we work with uh that have the technologies you know some of them have had them for a very long time um and you know we ask them why they do their processes the way they do it and typically the answer is we've always done it that way or this is what i've been taught and in a lot of cases they've never had a continuous improvement culture ingrained into their backbones so what does continuous improvement bring to the table well you know by instilling this type of culture not only builds a foundation for adapting to change but it also empowers employees to be passionate about the change if employees are in the driver's seat for a change they will sense they'll get the sense of ownership and and they'll want to continuously bring about change um they're involved with the change and then being involved early on in the process will empower them to be more entrepreneurial and to kind of always think about how can i make this process better and they want to be involved so you want to set up these behavioral routines of how they can consistently be doing things to get better and bring about more positive continuous improvement into your organization all these things will help the way um and you know to build really excitement around the change that you're bringing about and and also bring about better adoption to the tool and so with change uh comes resistance and this is something that we see all the time um the resistance to change often comes by not explaining why a change is happening behind a digital transformation you may experience employees resisting change because they might feel that the optimization will be replacing their job and this is highly common i mean i've seen this fear countless times throughout my career where we go in and we're we're talking about positive change in a system that's about to come in and they're you know kind of shying away from oh man this might take over my job one day and so to that you know the point there is that we're not really um they're in the business of like getting people fired that's not it what we're trying to do is tap into that concept of um what we talked about before with with untapped potential right by being more effective you're freeing up capacity for an employee to then tap into that potential potential for them to do something better and to bring more value elsewhere so you know you're bringing up the idea that it's freeing up the non-value-added activities and transitioning them to value-added initiatives and you know communication strategies when they're placed early on will help along the way of setting their employees up for success another lack of management a lot of lack here is just management support when it comes to change the best implementations in my experience like i've said before you know they come from the top and it's brought in uh to leading that change those people that lead the change and they communicate why the change is happening and what are the desired outcomes and that really encourages the employees to bring about a really positive change and so that brings me to the next point here with communications and how key um the communications aspect of it is clear and concise messaging you know from the top really goes really far with the employees uh and you know when they know why something has changed changing they respect that change um they know what's required of them and then they also want to make that change happen and lastly here the resistance to change is just general project fatigue i touched on this a little earlier it's you know sometimes these implementations can get very long and they can they can drag on and uh this is a you know result of sometimes that the implementations just are unclear in nature so you know they have never ending dates or many many parallel activities going on so it leads to project fatigue so the point here is you want to address that project fatigue by again communicating that change that you know a positive result is common at the end of it and to help employees power through so this brings us to uh the idea of what we call opms and this is what we call the optimal performance management system this is a methodology that we've created to help our employees our clients create and force sustain change in their organizations and it's about continuous improvement in five components the components being measure empower publish communicate and celebrate um and again it starts with your your corporate strategy and why and that's really the guidepost of how you uh go through this um this cycle so let's start with measuring um these are measurements that you want to track your company by so this is really taking the time to develop out your kpis and care eyes and these are passed down to your employees and your employees employees and in order to get um you know get it over to them you want to what you want to do is get these into the hands of the decision-making people in your organization which then in turn empowers them so the second step here is empowering and handing over that decision-making to them and sometimes it's letting your employees uh try new things and learning from their successes and their failures and in my career i can speak specific to this that you know i've learned a lot through my failures and even though they were tough in the moment my failures helped allow me to learn and it allowed me to shape and allowed it to shape me to who i am today so allowing your employees to kind of take ownership of a job and allowing them to fail fast and also recover quickly that really helps them put them in the driver's seat puts gives them a sense of purpose and uh and meeting to their jobs the third step here is publishing and it's the idea that what gets measured gets done um these are examples of some visual factories of where these kpis and kris are published on boards and so if you think about it this is why business intelligent intelligence is a hot word these days um and why people are spending all sorts of money on business intelligence platforms um it's taking the data you know from its raw form and presenting it on a dashboard or report and it's actually tracking throughput maybe on a manufacturing floor or having graphs and charts um on a dashboard somewhere or posted up on a manufacturing fork really gamifies um this this seemingly boring process but in our experience you know by instilling some of these uh visual factors we've experienced a 20 to 30 productivity lift with our clients and that's huge you know just by publishing something um you can get some some sort of lift like that and the fourth step here is is communication these are what we call behavioral routines um they're about bringing the team together on a positive on a regular basis to share ideas problem solve and create solutions for example in manufacturing that example that i just brought up um every morning you could have a have a cadence setup a behavioral routine that um you've got a team meeting you bring everyone together to talk about what are you what are your output metrics for that day how much production is required what kind of issues are present in terms of maybe a machine is down or stations down um you know this is what we do in consulting as well we have stand-up meetings where we talk about what does success look like for that day now it's getting everyone on the same page for goals and performance and just to keep the progress moving along and keeping continuous improvement this is your opportunity to really create awareness and also describe what's coming up ahead it's also a good time to spotlight some of the accomplishments that have happened in your group or your area and reward those things for a really good job well done and the last idea here with opms is to is to celebrate and um this is often you know not looked at and and overlooked so you know one of the main reasons why employees are either disgruntled at their job or they leave it's because of a lack of recognition um it's the idea here that you know um they're not recognized in the moment and and you only recognize it when it's when it's gone so you know take the time to to stop and smell the roses um show appreciation for the people around you that are doing a really good job or a job that's collectively been been done very well by your team this increases camaraderie shows appreciation and makes for all around better work environment so that's how we put change management culture that's how we put about a change management culture at uhy with the help of what we call opms optimal performance management system so uh you know hopefully uh this presentation has been uh worthwhile for you and hopefully next digital transformation that you end up going after or leading you're able to um lead with intentional disruption and spin that into a very positive thing and uh you know we're gonna disrupt the status quo as you intended to you're going to be more innovative and re-engineer your process and you're going to help your organization be more prepared it's the idea behind using your existing technologies shifting the focus from non-value-added activities to value-added activities and understanding the importance of communication and change management when performing a digital transformation at a large scale and so that concludes what i have to speak to you all about today does anyone have any questions and i'm happy to address those right now you