Read the full article at HBR
Nothing changes unless people’s behavior changes. Sure, digital transformation requires that companies upgrade systems and make sure people have the right tools and know-how to use them. But those investments only lead to transformation if they are coupled with serious work helping people adopt and use
that technology in meaningfully different ways. Otherwise, you replace fax machines with email, email with Slack, Slack with neurologically transmitted messages (someday!), but still find past problems perpetuating. As Oracle CEO Safra Catz notes
, “The hard thing about these transformations isn’t the technology. It’s the sociology.”
How do you encourage and enable distributed groups of people to get the most out of new digital technologies? Let’s consider a case study of how DBS Bank in Singapore managed the transition to more distributed, remote work over the past two years. [Disclosure: Scott’s firm, Innosight, has provided advisory services to DBS in the past. And Paul is currently an Advisor to DBS.] This case suggests three key tactics to enable successful digital transformation: use technology to make technology disappear, actively shape day-to-day behavior, and systematically reinforce desired behavior changes.