Digital Transformation Using CoachHub

Digital transformation spending has never been higher, and by 2023, it’s estimated that businesses worldwide will collectively spend over $2.3 trillion in their attempts to scale and succeed.

Yet despite the massive spending, studies show that over 73% of enterprises fail to provide any value from their transformation efforts, with 78% failing to meet their objectives. This is catastrophic and needs to be addressed.

However, identifying and overcoming the obstacles is a challenge, and some businesses will experience far more resistance than others when adopting modern solutions for growth and success.

Today, we’re going to showcase precisely how our approach to digital transformation can change your business forever.

The CoachHub approach to successful digital transformations

At CoachHub, we know the most significant issue when adopting a digital transformation comes from the people within the business.

These could be employees who are stuck in their ways, resist change, feel replaced or unvalued, unmotivated, or lack the education and training to make the most of the new solutions. 

The way around this comes from nurturing a company culture that empowers and inspires people to want to proactively get on board with the change and, therefore, to grow with it.

However, this in itself becomes challenging because you have to adopt this approach at all levels of your business. Understanding what each level requires is crucial for adopting suitable goals that minimize the risk of failure.

Executive, senior leaders, and transformation ambassadors

How you approach digital transformation within your executive level management team is vital to get right. 

They will be the driving force of your transformation and set the standard when it comes to defining boundaries and the state of communication.

The goals set at this level should have a heavy focus on the leadership styles of each individual and how lower management levels are most optimally engaged when it comes to inspiring changes and troubleshooting any issues. 

The core role of this leader should be focused on the overall vision of the digital transformation, developing the strategy, and keeping all efforts hyper focused within these boundaries.

Of course, these are individuals that should be leading by example, acting as role models that showcase the approach to adopting new technologies and ways of working.

Any mistake at this level can dramatically impact the rest of the workforce, and all care should be taken to reduce this risk as much as humanly possible.

Middle-level managers

Branch managers, store managers, regional directors, and department managers.

The approach necessary for middle managers is very similar to that of the managers at the executive level, but with less focus on the overall company direction and strategy, and an increased focus on how the transformation will affect the working environment.

The goals for managers here will highlight how the transformation can be integrated into day-to-day operations, identify potential bottlenecks and adoption efforts and, perhaps most importantly, provide the foundations for training, development, and company culture.

This can be achieved in a variety of ways, including optimized communication between upper and lower management levels, carrying out assessments of the working environments, and working on developing a resilient and motivated mindset in all through meetings, training opportunities and growth projects.

Operational-level managers

Front-line managers, supervisors, team leaders, and team managers

Operational managers are directly involved with the adoption of digital transformations at a practical level and will be the most hands-on managers when it comes to motivating teams, troubleshooting, and ensuring the transformation has a minimal risk of failure.

Firstly, managers need to be focused on promoting a positive mindset towards change, reinforcing that the changes are beneficial to all and should be embraced for the better rather than rejected. 

During this time when uncertainty can take over, operational managers must take responsibility for instilling confidence in upper management levels and the approach they are taking. Getting the workforce onboard is vital for success, which is why workforce interactions need to be handled with the utmost care.

Operational managers are obviously vital for making sure the adoption process is as seamless as possible. This means creating training opportunities and providing practical resources for the workforce to learn from, as well as educating the staff on how and why the transformation process is happening.

The rest of the impacted workforce and customer base

The impacted workforce refers to the overall workforce that are the main recipients of the digital transformations, which can also extend to the customer base.

 is the rest of your teams below management level, and is usually the part of the workforce most affected by the change of digital transformation. Due to the large number of people in this role, it is usually the most problematic. 

However, it doesn’t have to be if adequately managed, communicated, and approached.

The goals here are to provide as much honest clarity as possible when providing reasons for the change and the impact it will have. 

Since every business is different, it’s essential to highlight specific resistances within your business and address them clearly and professionally.

If, for example, new machines are being added to a manufacturing plant and employees are afraid machines are replacing them, you could reason this by saying the new machines are more efficient, easier to use, and a safer experience.

This provides clarity, reason, and impact to employees and will encourage them to positively get on board with the changes. As you can see as a recurring theme throughout this process, it once again comes down to communication.

On top of this, however, is the promotion of the adoption mindset.

Not only do you want to promote an empowered and productive mindset to this digital transformation, but also all over transformations in the future.

This could come in the form of helping employees develop problem-solving skills, providing a range of training and promotional opportunities, and encouraging teams to reflect on and evaluate their current working practices.

The more hands-on a team can be with their own working experience, the more they’ll take ownership of it, and the more involved they’ll be.