Before any digital transformation project begins, it is a good idea to refresh the team on your company values and how the project will help to strengthen them.

It is important that any business transformation, digital or otherwise, is underpinned by your company values and that they are factored into the process with consistency and clarity.

As the brand grows, it may require stronger values that are more relevant to its current market positioning or proposition. A transformation project is a great opportunity to review values and ensure all team members are confident and clear in what those values are before the change begins. This is a useful step for making sure everyone is on the same page.

The right culture supports people in adapting to change. Creating conditions where people feel secure, their opinions are valued, and where it is okay to experiment and sometimes fail, is key for sustained delivery in any transformation. Such a people first approach drives long-term benefits for your business in any situation, but especially during change, where the sooner staff adapt to innovation, the sooner the company will see progress and positive outcomes. The team at Northern Value Creators explain it perfectly, it’s people that deliver or derail the change and success depends on how they work together and trust in each other. With this in mind, it’s vital to consider the organisation’s culture and how it may influence changes in business operations. For these reasons, Fluid embraces a people first approach to change that looks to embed these important notions of psychological safety into our change methodology from the outset.

People may be hesitant to adopt a change for various reasons, which could be underpinned by the company values or their personal beliefs. Unless their specific concerns are addressed, resistance can easily derail or undermine the change initiative.

Make sure that team members have the opportunity to have their concerns heard in a safe and neutral space. Involve them in the process of the change, where appropriate so it feels like an inclusive move rather than a management dictated upheaval.

In digital transformation, staff may fear being replaced by technology or feel they lack the skills or confidence required in a new way of working, even though the technology is intended to support them rather than replace them. It’s crucial that the management team actively supports the change and ensures staff wellbeing, clarity and understanding throughout the change process, through a change management approach that is tailored to different people’s perspectives and communication styles.

Recognising and addressing the fear of change is essential to support the successful introduction of new technology into your business. Acceptance for change becomes stronger when employees receive support from the organisation as well as from their direct managers. This is why it is critical to make teams aware of upcoming changes and their intended outcomes and actively support them throughout the process. Doing so allows employees to prepare and develop a clearer understanding of new ways of working.

The assumption is that technology offers more robust decision-making with its unmatchable speed of processing data. This belief can often lead to worry for team members that they can’t compete or keep up with the tech that’s about to be implemented into their role. These concerns must be addressed as early as possible, ensuring that employees are bought into the change and really see the value that it can bring them personally, as well as the wider organisation.

Our Head of Project Delivery, Rob Antich, shares his perspective on how important this is: “In my experience as a programme manager, the biggest challenge to successful delivery is not usually the technology component, it’s the people and the process change element”.

Our Head of Change Management, Sarah Toulson, explains further: It’s all about ensuring that people understand the change that is happening, why it is needed and can see the benefits both to them and the business, right from the start. The challenge is to lead people through the change curve, and within the Prosci Change Management methodology we use within Fluid we do this by applying the ADKAR model: Ensuring people impacted are Aware of the need for change; build a Desire to participate and support it; are equipped with the right Knowledge on how to change; develop the Ability to implement required skills and behaviours, and get adequate Reinforcement to sustain the change.

Leaders are the heart of the digital growth within a business. Effective leadership helps companies to achieve better outcomes from transformation, with a much smoother process. Leaders must follow words with clear actions demonstrating a commitment to change that includes ongoing, transparent, two-way communication with employees. By fostering a culture where people feel heard, empowered and supported, you ensure that the change is right for your circumstances, resistance is reduced and adoption is accelerated. This allows organisations to maximise the full potential of digital initiatives.

Digital transformation requires strategic management and strong work culture values as pillars for action. There are numerous factors to consider, but if change is successfully managed, it can drive long-lasting benefits and positive outcomes for the organisation.

At Fluid, we ensure that people always come first. Do you need support with an upcoming digital transformation project? Contact us today!