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THE PEOPLEACTIVATION PLAYBOOK011101100110100101110010011000010100 1010 010100101001010101010 101 1010 01110110000101110100for Digital Transformationby Nick 01000111001101101111
2WELCOME
3Digital Transformation is a radical rethinking of how people, process,and technology evolve to drive growth in new and existing markets. While the term is so widely used as a concept that its meaning hasbecome nebulous from overuse, let’s not get drawn into the hype.When we activate strategy with our clients at TiER1, we believe youshould claim what words mean to your organization. This is the mostimportant first step when undertaking large-scale change. INTROWHAT IS DIGITAL TRANSFORMATION? Leaders in the C-suite may use the term digital transformation torefer to modernizing legacy systems, migrating to the cloud, goingagile, or automating business processes. All of these can be a partof your digital transformation. When defining digital transformation, we have identified four keycomponents of what makes a digital transformation.Which of these is true about the changes happening in your organization?Scale of Change: Changes are occurring organization-wide, with significant impactsto culture, organizational structures, roles, relationships, and processes.Mindset Shift: Changes require a fundamental shift in widely-held beliefs about whythe work happens and the way work gets done. Investing & Integrating Digital: Changes require aligning, investing in, and/orintegrating technology and digital skills to create differentiated ways of doing business.A Response to the Market: Changes are a part of an organizational response to digitalopportunities or threats in the marketplace.NOTE: Let these questions be guidelines behind your ‘why?’ of digital transformation. If youanswered ‘FALSE’ to any of the questions, think about exploring if the purpose or the scaleof the change should be further considered.TrueFalse
WHAT MAKES UP A DIGITAL TRANSFORMATION? Digital Transformations are built by evolving a new way of thinking about how your people, processes, andtechnology work together to deliver new types of value to customers, employees, and the supply chain. When you think about the areas where your digital transformation is most needed, check off thecomponents that most apply to your STORYAGILE QUALITYMANAGEMENTENTERPRISE ARCHITECTURELEADERSHIPSTANDARDIZATIONCLOUD TRANSFORMATIONHUMAN NETWORKSINNOVATION PIPELINEMANAGEMENTSECURITYTALENTFINANCE INVESTMENTDATA ANALYSISWAYS OF WORKINGAUTOMATED RESOURCEMANAGEMENTINFRASTRUCTUREDIGITAL NETWORKSGOVERNANCEINTRO4
SUCCESSFUL DIGITAL TRANSFORMATION FOCUSES ON PEOPLEWhen we talk about Digital Transformation at TiER1, we hesitate toclaim expertise. What Digital Transformation means is changingon a weekly if not daily basis. We prefer to think of ourselves asstudents with experience. One thing we’ve learned along the way is that the conversationalways comes back to people. The threat of robotic automationand the jobs it might replace has loomed large for decades, andthe surge of digital transformation has only amplified the concern,“Will my job still be here tomorrow?” Our perspective is that pursuing “digital” without the human sideof the “transformation” is the biggest mistake you can make.Rather than technology as threat (think Terminator and HAL3000)we partner with clients who think of technology as a partner (thinkC3PO and R2D2). We believe when our clients “go digital,” it shouldbe about extending the potential of the frontline, leaders, and theirteams —not replacing them. This guide is designed specifically to help you tap into that potential. How TiER1 Defines Digital Transformation Maximizing the intersection of humansand technology to extend potential Applying a digital mindset and culture Developing new organizational habits and individual behaviorsTECHNOLOGYPEOPLEPROCESSESINTRO5
GETTING ORIENTEDOften when the term “digital transformation”comes up, our minds go straight to thetechnologies that are our hopes (and maybesome of our fears) of the world to come.Machine learning, automation, robotics—itoften sounds like the stuff of science fiction.Yet, while the conversation about digitaltransformation starts with technology, it oftencomes back to very human questions. Howare we enabling people to be part of thedigital transformation? What’s getting in ourpeople’s way, when it comes to catching thewaves of the future? And, if we are blockingthe potential of our organization, what canwe do about it? Leadership, mindsets, decision-making,collaboration, habits—these end upbecoming our focus. And for good reason;these questions are important to ask duringany major transformation. In this guide, we’ve identified five peoplelenses that will help you set the recordstraight when it comes to making digitaltransformation a reality through people. INTRO6
THE PEOPLE LENSES TO GOING DIGITAL Putting people at the center of your digital transformation is critical to ensuringthe success of your organization’s digital future. Why do we want orneed to transform?Each of these lenses offers a different angle to ensure your digital transformationis happening with your people and not to them. What do we need totransform?STORY Who can help us withthe “what?”While we recommend balancing any approach by considering all five lenses, yourparticular circumstance might require extra attention to one or two of the lenses. Where do I fit in thenarrative? Who is leading/championing thetransformation? How are leaders being developed tolead digital efforts?LEADERSHIP How do leaders support the cultureshift for the transformation? How are digital initiatives acrossthe organization being coordinated?HUMANNETWORKS What new connection points areneeded to enable the work? How is knowledge about the changebeing shared and integrated? How will existing talent learn newdigital skills? How are necessary skills beingembedded into strategic areas?TALENT How will your approach to learningneed to evolve? What are the norms (habits and mindsets) that needto change to support agile and lean processes?WAYS OFWORKING How will change become part of everydayways of working? How are teams adapting to change as itpresents itself?INTRO7
8Each organizational transformation (digital or not) is oftencharacterized by a portfolio of initiatives. Your vantage point mightbe across all of these initiatives, or you might be spearheading oneinitiative among many. Either way, transformations are measured bythe total success of the initiatives that make them up.Knowing what your initiatives are trying to accomplish is critical totelling the overall transformation story. Even if you don’t have insightSTORYTHE BIG PICTURE VIEWinto other ongoing initiatives, knowing how your work fits into the bigpicture will help you tell your story.When initiatives succeed, they make way for leadership to supportthe next phase of the change. Initiatives that stagnate can becomedistractions and political landmines. Having the discipline to choosewhen to resource initiatives (and when not to) is essential to buildingand maintaining momentum for your transformation.What are your digital initiatives trying to accomplish?Consider the goals of your individual initiatives as well as how they relate to your organization’s overarching strategic goals.NEW CUSTOMERS & MARKETSInitiatives focused on reaching new customersand pursuing new market opportunities.OPERATIONSInitiatives focused on improving the way workflows to reduce cost and/or increase efficiency.SOMETHING IN-THE-MIDDLEInitiatives focused on providing new valueacross multiple fronts of the business.CUSTOMER EXPERIENCEInitiatives focused on delivering valueto existing customers in new ways.EMPLOYEE EXPERIENCEInitiatives focused on enabling andempowering employees in new ways.
CAN YOU TELL YOUR STORY?Describe the digital transformation.Now make your pitch WHY do we want or need to transform?Today, we are embarking on this journey and we have takenour first steps with.Why did we see a need to transform?Where do we want to end up (e.g., capabilities, mindsets, know-how)?How will we know we’ve arrived?In the near-term, we will be focusing on WHAT do we need to transform?WhatWhatWhatWhatfunctions, regions, and businesses are impacted?relationships, roles, and responsibilities might change?systems, processes, or technologies might change?will we do better than anyone else?WHO can help us with the “what”?Who needs to be involved?How might the customer/users be involved?Who can help with building blocks and barriers?What we know about where we are headed is What we still need to figure out and will be asking for yourhelp with is When we do all this, and learn together along the way, ourbetter tomorrow could look like STORY9
A DEEPER DIVEINTO THE PEOPLE LENSESMaybe you recognized some of your ownquestions about digital transformation in oneof the people lenses—or maybe you’re stillunsure about where your organization shouldstart. That’s OK! We’ve been inspired by themany leaders and organizations we’ve partneredwith to navigate the ambiguity. Here are storiesof how these leaders have led with one of thefive people lenses. We hope they motivate newthinking and spark ideas.STORYLEADERSHIPAn inspiring narrative can coordinate thehearts, minds, and hands of an entire workforce.Create a transformation story that is consistentacross your organization to cut down onconfusion and disconnection.Finding and developing the right leaders to stewardyour digital transformation will depend on howcomfortable your organization is currently withdigital technology. Regardless, it is critical to findand retain leaders who can carry out your technicalvision and inspire your teams to action.Case StudyThe Challenge: One organization was about toembark on a multi-year initiative spanning people,process, and technology to shift their organizationtoward a streamlined, digitally-enabled globalshared services model. Rather than focus on theprocess and new technology alone, the team’s firstpriority was to build employee engagement. Thisincluded upfront communication about enlistingemployees’ skills, gathering their ideas, anddrumming up energy.The Result: A story lens allowed the team tobrand and develop a people-focusedcommunication strategy for the transformation.The approach worked to proactively acknowledgeand address potential employee questions andhighlight a framework to support development overtime. It also allowed employees to immediatelycontribute ideas for what the next chapter couldlook like, giving them the power to help shape thenarrative. Tactics to ensure consistency includeda launch video, an idea-sharing platform, andcascaded messaging via leadership.Case StudyThe Challenge: A pharmaceutical leader had amulti-year transformation strategy to acceleratepromising candidates in its R&D pipeline toimprove patient outcomes, meet unmet medicalneeds, and ultimately deliver more valueto patients. This involved transforming thepharmaceutical life cycle. Leaders representingthe value chain spectrum were aligned on amultifunctional effort to break down silos andbuild a cross-functional, collaborative way ofworking, find a healthier balance of risk-taking,and accelerate promising patient-orientedplatforms, all while filtering out interestingbut inapplicable innovations. In the middle ofthe strategy activation, the strong in-personculture was required to continue in a new anduncomfortable virtual environment due to theimpact of a global pandemic.The Result: Equipping leaders with the mindsetsand behaviors to quickly shift from face-to-faceworking sessions to virtual experiences. Byidentifying established quarterly working sessionsand facilitating new ways to gather, explore,collaborate, and plan, we equipped leaders topivot away from traditional, in-person, looselystructured discussions to dynamic, virtual, andtechnology-enabled collaboration. This resulted inthe organization establishing new ways of workingwithout missing a beat.CASE STUDIES10
HUMAN NETWORKSTALENTWAYS OF WORKINGWe’re not talking about networks that connect tothe internet and perform advanced computing—we’re talking about people networks. An emphasison networks helps employees from differentinitiatives collaborate better and back up theirwork with data-driven decision-making.The future of digital talent is a culture ofexponential digital growth. Many teams areaggressively hiring candidates who are proficientin the technologies of today and open to learningthe technologies of tomorrow. Forward-thinkingorganizations are also launching enterprise-widereskilling initiatives to increase learning agilityand build a future-ready workforce.The ways we work are the patterns of teambehavior that make up the course of our days.Whether it’s adjusting to the new normal ofdistributed teams, or finding ways to transitionagile ceremonies to virtual environments, newways of working is the behavioral solutionthat can help your team fully adopt the digitaltransformation into their everyday work.Case StudyCase StudyThe Challenge: A telecommunications clientwanted to create a learning culture that supportedcapability development, allowing employees toinnovate, perform, and grow in areas alignedwith their personal interests. Curriculum wouldfocus on building “skills of the future,” a mix ofhuman and technical proficiencies. The capabilityacademies would also align to business-criticalstrategies to elevate how employees think and acton the job, support employee growth, and keepthe organization competitive. Overall, the newlearning culture would support the organization’sdigital transformation evolution and employeepreparedness for the digital world.The Challenge: An insurance client wanted totake a new approach to change—rather than topdown communications, the vision was to enablethe workforce to own transformation from thefrontline and become more adaptable by redefiningeveryday behaviors.Case StudyThe Challenge: With 120 unique “snowflake”instances of warehouse management softwareacross 42 locations, a logistics client planned toroll out a single software solution with a solid coreand flexible edges. While the work was focusedon implementing new technology, it also impliedan entirely new approach to the organization’sbusiness model—instead of having almost20 contact points for a client to navigate, thistransformation narrowed it down to three.The Result: A Transformation ManagementOffice that provided a human networks lens, aswell as the necessary governance across therange of initiatives that were needed to activatethis shift. The solution included aligning aportfolio of technology, process, and peopleinitiatives to reduce client touchpoints to threespecialized individuals (commercial, logistics, andengineering) to provide an improved and moreefficient client experience.The Result: A custom, role-based learningarchitecture that enabled multiple learning tracksthat upskilled employees for the transformation.For example, some employees needed to haveonly a basic awareness of data science, whereasothers needed expert level proficiency—thedesign allowed for both tracks. With a digitaltransformation talent lens in mind, we collaboratedwith the team to create an experience thatcomplimented the organization’s existinglearning ecosystem while also creating newopportunities for employees to build digitalpreparedness and learning agility.The Result: A series of immersions that putthe tools of change and behavior redesign intothe hands of the frontline. Together we identifiedthe ways of work that would most enablethe adaptable workforce. A series of culturalinterventions were prioritized to redesign howdaily huddles, new team formation, andcollaboration in the hybrid office could look.CASE STUDIES11
12CONCLUSIONWe hope you found these lenses andcase studies helpful for thinking aboutyour organization’s digital transformationand how you can tap into the potential ofyour people to bring it to life and realizethe business results you’re striving toreach. If you’d like to explore how TiER1Performance might partner with youon your journey, here are some waysin which we can help.
CONCLUSION13HOW TO PARTNER WITH TiER1 TOACTIVATE YOUR DIGITAL TRANSFORMATIONTiER1 brings a unique emphasis on Where TiER1 helps you accelerate Where other partners help you accelerate A people-lens to activating digital transformation Transformation roadmaps IT strategy consulting The leader, employee, and customer experience Articulated vision for digital transformation Technology operations design Integrating mindsets and patterns of behavior withdigital solutions to create a holistic experience Digital solution and experiencedesign execution Innovation labs Market/competitive benchmarking Digital talent and leadership development Academic partnerships Change management VC and startup partnerships Transforming culture through frontline approachesGETTING STARTED We believe the most successful digital transformations are rooted in the lenses of people. We meetour clients where they are to bring people to the center of the work. Depending on where you are inyour journey, here are a few ways to get get started.Explore: A DiscussionIf you’re just getting started or want to hear more, let’s start with a chat to discuss your main areasof interest, need, or opportunity.Immerse: An Acceleration WorkshopIn a team setting, learn about the range of technologies and trends involved in digital transformationand start building your high-level priorities for activating your digital transformation.Activate: A D3 Process (Discover, Define, Design)A D3 allows us to immerse ourselves in your challenge, quickly discovering your current state, anddefining how you envision your future state. Then we collaborate, brainstorm, and strategize toultimately design an experience that will get your organization from here to there. Every D3 has adeliverable—an actionable “blueprint” showing you how to build your desired future state. It’s a visualdepiction of your journey that’s easy to socialize for shared buy-in. It’s a plan you can implement withor without TiER1’s assistance.
ABOUT THE AUTHORNick PinedaDirector of InnovationNick Pineda is the Director of Innovation at TiER1 Performance and is based inKansas City. He works with clients to activate transformation at the system, leader,and team levels by designing new ways of working that address culture as part ofpractical, day-to-day experiences. Nick translates his passion, energy, and practicalexperience surfacing the unsaid and unspoken elements of group behavior intoinnovative solutions. He helps clients appreciate strengths and organize for growthfrom what’s working today. Fun fact: he’s a former professional rugby player and hasrepresented the Philippines against Hong Kong, Malaysia, and South Korea.Want to learn more? Let’s ION14
15WE ACTIVATE YOUR STRATEGIEST H R O U G H peopleStrategy is only as valuable as the activation behind it: how it shows up, how work gets done,how your employees own it, and how your customers experience it.HOW WEConsultactivateSTRATEGYDesignBuildIdentify and align on performance factorsneeded for activation.Create the performance experience and everythingneeded to sustain it.Activate strategy through engaging, results-focuseddeliverables.In addition to driving clarity around the desired future state,we partner to understand how the unique dynamics of yourorganization (culture, leadership, roles, systems, etc.) intersectand influence each other to create opportunities and overcomebarriers for successful strategy activation.We deliver the plan and detail needed for your peopleto be empowered and aligned around your strategy:outlining key training, communication, performance supporttools, technology, and associated timelines in a clearlyarticulated blueprint, journey map, or experience design.From custom technology to high-volume communication andtraining, our studio teams of instructional designers, softwaredevelopers, designers, copywriters, and videographers createengaging deliverables that allow your people to have what theyneed when they need it—boom, strategy activated.CUSTOM SOLUTIONS THATactivateSTRATEGYEvery organization has different strategic priorities—and therefore different needs. We custom-craft the solution that is right for you.SYSTEMS ADOPTION DIGITAL TRANSFORMATION EXPERIENCE DESIGN CHANGE STRATEGY ONBOARDING SALES ENABLEMENTPERFORMANCE MANAGEMENT TALENT DEVELOPMENT CUSTOM PORTALS CULTURE CORPORATE COMMUNICATIONStier1performance.com
ACTIVATION PLAYBOOK for Digital Transformation by Nick Pineda. WELCOME 2. 3 INTRO WHAT IS DIGITAL TRANSFORMATION? Digital Transformation is a radical rethinking of how people, process, and techn
