Technology implementation is difficult— especially more difficult when an innovation challenges existing patterns of interdependence among individuals or groups.
Above scenarios means implementation becomes an organizational learning challenge, in which shared perceptions about organizational risks and benefits may be as important as technical advantages to implementation success.
In enterprises, employees pay particular attention to what leaders say and do, compared to what peers and others say and do.
Due to this reasons leaders’ actions relevant to a new technology are likely to have an impact on how people frame the technology implementation project.
Leaders for Digital transformations can use framing techniues to influence others for digital transformations. Here are learnings from digital transformation study (framing to learn)
Transformation purpose - Is it aspirational or defensive?
Interdependant team leader or Individual expert
Empowered team or skilled staff
It is easy to say that team will learn from data, findings and experiments
The process of experiment and reflection is most successful when
team members are open to change,
participatents are eager to find the best fit,
leaderers recognize that other people may have different frames—that is, they may have observed or interpreted something in a different way or may have different information at the outset.
Digital transformation require skillset that is at intersection of technology, business, design and people.
As digital transformation is mostly about new technology - there are less skills available. Similarly there need to be enough business leaders sho can envision and frame how business will evolve.
To be successful in digital transformation , enterprises need to hire people who have done the similar implementation before.
Hire leaders who have done similar transformation before
Who can be trusted to make right business/architecture/technical decisions
Are able to execute. Can resolve the roadblocks