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Jinjun Huang comes with 14+ years of experience in IT and has been with @thoughtworks since 2018. He joined us as a Tech Lead and then switched to become a Product Manager in 2020. Jinjun looks up to his father in law as a role model. Jinjun has learnt key lessons of responsibility, hardwork, and optimism from him. Emerging leadership series - In conversation with Jinjun Huang 30 Jan 2023 Jinjun Huang comes with 14+ years of experience in IT and has been with @thoughtworks since 2018. He joined us as a Tech Lead and then switched to become a Product Manager in 2020. Jinjun looks up to his father in law as a role model. Jinjun has learnt key lessons of responsibility, hardwork, and optimism from him. How would you introduce yourself? Hi everyone, nice to meet you. My name is Jinjun Huang. I am from Wuhan, China. I am a product manager of the Digital Platforms team in Thoughtworks. I have 2 kids, an 11-year old daughter and a 5-year old son. In my spare time, I like to take them for a trip by car, playing basketball and computer games as well. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? I graduated from Harbin Institute of Technology in 2008 with my bachelor degree in the major of Computer Science. Then I worked as a software engineer for over 10 years in multiple companies. I joined Thoughtworks in 2018 as a Tech Lead, then switched to a product manager in 2020. At the beginning, it was very natural for me to take the role as a technical lead because I was more senior than the other team members. But after taking the technical lead role, I found it challenging to leverage the team to achieve the team target instead of working individually and finishing my own development task. I started to enjoy my leadership role when I found my leadership can amplify the team's performance. What were the top challenges you faced during your journey and how did you overcome them? The top challenge for me was the mindset change. I used to think about a product from a pure technical perspective. But when I found technology was not the only determinant to make the product successful, I started to learn what business success means from different perspectives. My MBA courses helped me a lot during this progress. I learnt a lot from some failed business cases, even some of them were amazing from a technical perspective. What motivates you everyday? I am motivated by the sense of accomplishment of my daily work. My clients and target users’ daily life can get easier with the products and support of my team. My organizational leaders are confident that my team is working on the correct things and in the correct way. My teammates enjoy their daily work and feel their hard work is meaningful to the organization and the whole world. Do you have a role model in your life? Can you name a few people who you look up to? I look up to my father-in-law as my role model in my life. My father-in-law is a farmer. He raised 4 nephews and nieces after his elder brother passed away, even though he had 3 kids already. He works really hard to feed the big family. He keeps studying as a great wireman. He can handle all kinds of difficult conversations in his daily life with his great emotional intelligence. I learnt a lot from him including responsibility , hardwork and optimism . All of them helped me a lot during my career journey. I look up to Dewang Cao, a Chinese entrepreneur, the founder of Fuyao Group. He is a very successful businessman, a very famous charitarian. At the same time, in his biography he admits some personal mistakes, including some very sensitive parts. I learnt what courage and introspection means from him. I look up to Shijian Chu, a Chinese businessman. He brought his first cigarette company to top1 of Asia, and then was thrown in jail for some reasons when he was 71 years old. When he got out of jail when he was 74 years old, he started his new undertaking and became the King of Orange in China when he was 84 years old. I learnt what gritty means from him. What does leadership mean to you? How would you describe your leadership style? Leadership seems like a catalyst to me, which can enable the whole team to achieve something they didn’t look forward to. I think all of my team members are really talented. What I need to do is accelerate the chemical reactions happening in the team, enable all of them to be a better team player, a more professional employee, a better person. I’d like to build my leadership style as a visionary and coach. On one hand, I think it is really important to be a visionary as a leader. When the whole team can be united with the same vision, and all of the team members think it meaningful for themselves, for their clients and end users and even for the whole world, they can make great decisions by themselves to achieve it. And they can benefit a lot during the process. On the other hand, leaders need to stand with their coworkers daily. Leaders need to coach the team members not only to do the correct things, but also do the correct things in the correct way. With the coach they can be cultivated to handle more complicated scenarios by themselves in the future. Only in this way, the team can grow organically in the business style of a professional service company. What would be your advice to other leaders? Pay special attention to be a visionary. Be confident of the subjective initiatives of the team members. Believe they can make great things happen when they believe what you believe. At the same time, help them in the operation level in the coach way. Day by day, they will grow naturally until they surprise you. Chinese version 你会如何介绍自己？ 大家好，我叫黄进军，来自中国武汉，是 Thoughtworks 的数字平台团队的一名产品经理。 我有2个孩子，一个11岁的女儿和一个5岁的儿子。 闲暇时，我喜欢带他们出去自驾游，偶尔也会跟他们一起打篮球，玩switch游戏。 你能告诉我一些你的职业生涯吗？ 是什么促使您担任领导职务？ 我2008年毕业于哈尔滨工业大学计算机专业，获学士学位。此后在多家公司担任软件工程师超过10年。在2018年，我作为技术主管加入Thoughtworks，然后在2020年转职成为产品经理。 一开始，因为我比其他团队成员都更资深，所以担任技术负责人是一个很自然的事情。但是在担任技术负责人之后，我发现带领一个团队来实现团队目标远比单打独斗地完成开发任务要困难得多。 当我发现我的领导能力可以提升团队的整体绩效之后，我开始喜欢上了我的新角色。 你在旅途中遇到的最大挑战是什么？你是如何克服这些挑战的？ 对我来说最大的挑战是心态的改变。 我曾经习惯于从纯技术的角度来思考一个产品。但当我发现技术并不是使产品成功的唯一决定因素时，我开始从不同的角度了解商业成功意味着什么。在这个过程中，我的 MBA 课程对我帮助很大。 我从一些失败的商业案例中学到了很多，其中一些如果从技术角度来看甚至是非常先进和超前的。 你每天的动力是什么？ 激励我的每天的工作所带来的成就感。可以把它们分为三个层面： 第一，借助我们团队的产品和支持，我的客户和目标用户的日常生活会变得更加轻松。 第二，我的组织领导者相信我的团队正在以正确的方式做正确的事情。 第三，我的队友享受他们的日常工作，并觉得他们的辛勤工作对组织和整个世界都有意义。 你的生活中有榜样吗？ 你能说出几个你敬仰的人吗？ 我的岳父是我生活中的榜样。 我的岳父是一个普通的农民。 他的哥哥去世后他养大了4个侄子和侄女，尽管他自己已经有了3个孩子。 他非常努力地工作来养活这个大家庭。他一直在学习并成为一名出色的电工。 凭借高超的情商，他可以应付日常生活中各种棘手的谈话。 我从他身上学到了很多，包括责任感、勤奋和乐观。 它们在我的职业生涯中对我帮助很大。 我敬仰中国企业家、福耀集团创始人曹德旺。 他是一个非常成功的商人，一个非常有名的慈善家。 同时，在他的传记中他也承认了一些个人错误，包括一些非常敏感的部分。我从他身上学到了什么是勇气和自省。 我敬仰中国商人褚世建。 他将自己的第一家卷烟公司成功的经营成跻身亚洲第一，却在71岁高龄时因故入狱。74岁出狱后又开始二次创业，直到84岁成为中国橙王。我从他那里学到了什么是坚韧不拔。 领导对你意味着什么？ 您如何描述您的领导风格？ 对我来说，领导力就像是一种催化剂，它可以让整个团队达成他们不曾预想的成就。 我认为我团队里的所有成员都非常有才华。我所需要做的只是加速团队中发生的化学反应，让他们都成为更好的团队成员、更专业的职场人、更好的人。 我想建立的领导风格是成为有远见的人和教练。 一方面，我认为作为领导者，成为一个有远见的人真的很重要。 当整个团队能够以同一个愿景团结在一起，并且所有团队成员都认为这对他们自己、对他们的客户和最终用户乃至整个世界都有意义时，他们就可以自己做出伟大的决定并实现它。 他们自身在此过程中也会受益匪浅。 另一方面，领导者需要每天与同事站在一起。 领导者不仅要指导团队成员做正确的事，还要用正确的方法做正确的事。 有了教练，他们可以培养自己在未来处理更复杂场景时的能力。 只有这样，团队才能在专业服务公司的经营模式中有机成长。 你对其他领导人有什么建议？ 成为一个有远见的人。 相信团队成员的主观能动性。当他们相信您所相信的愿景时，他们可以成就伟大的事情。 同时成为一个好的教练，在操作层面帮助他们。日复一日，他们会自然生长，直到让您大吃一惊。

Gyanesh started his IT career as a developer more than two decades ago but soon transitioned into the security domain out of curiosity. He is someone who does not like to say "no" and help whoever comes to him with a problem. Gyanesh derives satisfaction on solving problems and feeling of responsibility and trust motivates him. Emerging leadership series - In conversation with Gyanesh Ojha 16 Feb 2023 Gyanesh started his IT career as a developer more than two decades ago but soon transitioned into the security domain out of curiosity. He is someone who does not like to say "no" and help whoever comes to him with a problem. Gyanesh derives satisfaction on solving problems and feeling of responsibility and trust motivates him. How would you introduce yourself? I am Gyanesh Ojha. Some people miss the “y” in my name and call me Ganesh. I know it's difficult to pronounce names but I’d prefer people pronounce my name correctly 🙂 . I am from India but am currently living in Singapore with my wife and daughter. I work at Thoughtworks and am currently responsible for South East Asia (SEA) InfoSec. I am passionate about Information Security and spend time sharing my knowledge with others to make them InfoSec savvy. I have been continuously honing my Infosec skills for over two decades now. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? I started my IT career as a developer more than two decades ago but soon transitioned into the security domain out of curiosity. Early in my career, my focus area was application security, vulnerability assessment, penetration testing and audit. Those were my consulting days when we used to test government websites, private organization’s applications and used to audit banks and private organizations against IT security standards. Gradually I moved towards compliance and internal information security management. My mentor, Dr Deoraj Bhanu Murthy inspired me to think out of the box to solve real world problems and in the process made me take on the leadership role. What were the top challenges you faced during your journey and how did you overcome them? I am a person who doesn’t like to say “no” and the reason is simple. I want to help whoever comes to me with a problem. When I worked as an individual contributor, this would result in a constant backlog that I found difficult to clear. But when I started to lead a team, I had to decide where my focus should be and prioritize my tasks. So, I started to filter and focus on high priorities looking at my team’s bandwidth and, in the process, I learnt to say “no”. Though it is still not that easy for me, I have made quite a good progress. What motivates you every day? The satisfaction I derive on solving a problem, no matter how big or small; the joy I feel on seeing a colleague being more infosec aware and the responsibility my seniors trust me with, motivates me every day. In my personal life, the support and unconditional love of my family push me to outperform in every aspect of life. Do you have a role model in your life? Can you name a few people who you look up to? I look at the positive side of all the individuals I have connected with so far, both in my professional and personal life. But Dr Deoraj Bhanu Murthy is the one I truly Iook up to. I feel blessed to have had the chance of working with him early in my career. What does leadership mean to you? How would you describe your leadership style? Guiding team members in the right direction, taking ownership and responsibility of the team’s work and making the team believe in themselves is leadership according to me. Simon Sinek says, “Leaders are the ones who are willing to give up something of their own for us.” This pretty much sums up my style of leadership because I believe true leaders don’t think their team works for them, instead they work for their team. What would be your advice to other leaders? There is no perfect leadership style. So don’t stick to just one style of leadership. You might have to change your style to better suit a situation. So, be open to change and bring out the best in you without compromising on the values. Also remember that being a manager is not the same as being a leader

In the always-on, digital economy change happens fast. Any business that .. < Back Building innovation engine In the always-on, digital economy change happens fast. Any business that .. [ This article was originally published on Thoughtworks's Insights. You can see the original articles here . ] Don’t wait for tomorrow In the always-on, digital economy change happens fast. Any business that rests on its laurels can expect to become obsolete. In an ultra-competitive market, you have only a small window to spot opportunities and exploit them before your competitors. That’s because no matter how fast your market is evolving, technology is evolving faster. Tech-led, innovative disruptors are everywhere. Just look at long-established markets like global commodity trading. Within three months of launching, VAKT ($), the blockchain-based energy trading platform had signed up more than two-thirds of companies responsible for all deals in North Sea crude oil trading. This pace of change is unprecedented. And the consequences are clear: Unless your organization is geared up to innovate, you’ll always be playing catch-up. Many established organizations are comfortable not being at the bleeding edge. And that’s understandable: in febrile times, taking time to come up with a measured response can seem the pragmatic thing to do. In fact, pragmatism shouldn’t be conflated with inaction. If you really want to understand the best course for your business, you need to understand it from a cost perspective. How much will exploring disruption and investing in innovation cost? What value can you derive from exploiting opportunities? What is the cost of missed opportunity? What will you have to spend to get back in the game? And in many cases, that means you need to take action now. As Forrester Research principal analyst James Staten notes : “Driving change is far better and less fearful than waiting for others to disrupt you and having to painfully respond and adapt.” Introducing the ‘innovate to impact’ framework Concepts such as innovation can become overused, with everyone adopting slightly different ideas about what they mean. In this context, I’d define innovation as: Creating something new, that generates a tangible value to the intended audience. The most salient points here are “new” and “tangible value”. If it’s not new, and if it’s not bringing tangible value, it’s not innovation. It’s worth noting at this point that one-off innovation isn’t really much use. Take pic sharing trailblazer Snap. Its clever use of AR tech briefly made SnapChat the must-have app for any social media-loving teen, paving the way for an IPO that valued the company at over $30 billion. But its innovations were easy for competitors, such as Facebook-owned Instagram to copy — over the months following the IPO, Snap’s market cap dropped by more than $20 billion. Snap has only subsequently been able to recover lost ground through embracing the ideas of continuous innovation. To those that see innovation through the lens of eureka moments — where advances are only made after flashes of inspiration and brilliance — continuous innovation can appear anachronistic. It’s like capturing lightning in a bottle. This isn’t a view I subscribe to, but it’s one I’ve often encountered; therefore, before we start thinking about a roadmap for innovation, it’s worth considering some of the major obstacles you’ll need to overcome before any innovation program can get off the ground. Barriers to innovation Ask any business leader you encounter and they’ll say being more innovative is highly desirable. But for innovation to be something more than a pipe dream, you need to be realistic about the challenges you’re likely to face. While there could be many reasons why innovation programs fail to take off within the organization, the most common barriers I have encountered are: Fear of failure In a world of performance reviews and targets, nobody wants to be associated with failure. When people are in fear for their livelihood they can become risk averse. What’s more, innovation means change — and change can be scary. Being ready to innovate often demands a huge cultural shift, where experimentation is embraced. And if things don’t work, what’s important is what you’ve learnt from the experience; not who’s to blame. Too busy on BAU You’re probably used to hearing from your teams how busy they are. But when all your efforts are expended on keeping the lights on, your ability to innovate suffers. And since people are busy, they often feel that they’re adding value — perhaps without questioning whether they could add more. The importance any organization attaches to innovation has profound cultural implications. It’s all very well making grand gestures, such as setting aside regular time for blue sky thinking; but if those sessions are the first thing to be cut when cost savings need to be made, don’t be surprised if your staff question your commitment to innovation. Lack of diversity As author Simone Bhan Ahuja notes, lack of diversity within innovation teams can hamstring your efforts from the outset : “You’ll know you have the wrong team when everything is running along smoothly but the team’s output doesn’t look much different from business as usual.” If you’re looking for new approaches and ideas, you’re going to need diversity of thought — people with different skill sets, people that come at problems from different angles. Key skills for the group may include: product strategy; product development; entrepreneurship; domain expertise; experience design; research and analysis; and ideation and creation. Typical approaches to innovation? Given the importance attached to innovation, it’s little wonder that so many people in the organization want to lead it. And while it doesn’t pay to be too prescriptive — each organization is unique and needs to find an approach that fits — here are some common approaches, along with their pros and cons. As we’ve seen earlier, this collaborative approach will need team members with a diverse set of skills. And it also has the greatest opportunity to succeed when it involves the tech function. That’s because today’s greatest innovations are dependent on tech; the complexities and processes needed to deliver innovation reliably depend on tech expertise. But collaboration also needs checks and balances: who is the one deciding on whether to focus on building something or enabling innovation? When should you focus on products and when is it more important to energize the team through events such as hackathons? Ultimately, you’ll also want to consider how you plan to support sustained innovation over the long term. This isn’t something you can achieve overnight. Planning for continuous innovation is a journey — and one, if done right, that will become a strategic differentiator against the competition for years to come. We call this journey the Impact to Innovation framework. This Innovate to Impact framework gives you a roadmap to create internal incubator teams, that become the engine of your innovation. The framework also sets out how to grow the impact inside and outside of your organization through scaling different stages of maturity. As the model suggests, for innovation to become a strategic differentiator, you cannot just stay at the experimentation level: you need to show the impact of innovation and have a plan to grow that. It can be useful to think about this journey at the outset: Stage four becomes your blue ocean ; you have to think about how innovation can become a strategic differentiator for your business and work backwards from there to identify what steps to take now. In subsequent articles ( Part Two, Part Three and Part Four), we’ll explore this maturity model in more detail, enabling you to understand where you are today and how to reach your desired end-state. Previous Next

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The Incremental & Radical innovation techniques are most commonly used .. < Back Learning innovation ! – Part II– Incremental & Radical Innovations The Incremental & Radical innovation techniques are most commonly used .. Last time I wrote about one of the techniques of learning Innovation called Innovation by Subtraction. This time, I would be trying to explain one more type of Innovation viz., Incremental & Radical Innovations. The Incremental & Radical innovation techniques are most commonly used across the world for innovation. They are also called Sustaining & Disruptive Innovation techniques. Incremental innovation generally relates to enhancements or small improvements in the existing products or services, whereas the Radical innovation brings a significant improvement in the product or the service. One of the most common examples of the Incremental innovations are the early Pentium chips developed by Intel. From Pentium I to IV, they were generally based on the similar pattern however as the new version came out they brought out newer technologies & innovations in their chipset, which could be attributed to the Incremental innovation. Moving from a single core to dual or quad cores in their latest processers could be termed as a Radical innovation though. Another example of Incremental innovation being Microsoft’s Windows 98 operating system, which was an enhancement over the Windows 95 operating system. The Windows 95, however was a Radical innovation over the previous Windows 3.1 operating system interface. Now you may ask me how to differentiate between the Incremental innovation from a Radical innovation or you may even ask, what should be the degree of deviation between an innovation to be considered as Incremental vs Radical? The answer to this question was defined by a team at Rensselaer Polytechnic Institute . They recommend to consider an Incremental innovation as a Radical if it meets one or more of following characteristics, The innovation provides entirely new set of usage features and experience In terms of statistics, it provides about five times or better performance Or it provides more than 30% reduction in the costs of the product / service Normally the Incremental & Radical innovations go hand in hand. If you see my previous examples you would see that the Radical innovation has followed after one or more Incremental innovations. So you would relate to the fact that the Radical innovation is characterized by a long period of Incremental innovations before and after it. The important benefit of the Radical change is the fact that it can potentially and significantly change the basis of competition in the favour of the innovator. Incremental innovation is relatively easy to obtain than Radical one and I am sure by now you would have understood pretty much of it. There are significant examples of where the Radical innovations have given great advantages to the innovators. Some of them are as follows, IBM Introduction of electronic typewriter, nearly wiped off the manual type writers form the market and gave IBM a significant business advantage. Wal-Mart Innovated a radical process change in the way the supply chain was managed throughout its stores in the US that gave a significant advantage in terms of time & cost and helped it cement its position as No. 1 in the retail market. Incremental Vs Radical – Which one to choose? Radical Innovations are significantly risky, take more time to develop and are more expensive to obtain in nature, whereas, the Incremental are significantly less risky, relatively cheaper & based on a proven product or a process and are more likely to produce results in a shorter time frame. The Incremental innovations provide the businesses with a steady stream of enhanced and improved products / processes or services, but due to relatively simpler nature of these innovations it is required to keep in mind the following, Ensure that the innovations are focussed around the market demands. Since the nature of innovation is such that you would eventually keep on developing new enhancements, small features, there is a danger that you might do something which the customers would not want and may not need in their product. If you continue to churn out the improvements or new features that the customer does not want, the customer eventually might look for alternative products. Don’t forget Radical innovation! Incremental innovations do not necessarily envisage the future technology and attempt to provide a bridge between current and future technologies. Imagine what would have happened to iPhone if Apple would have used the traditional keyboard design of the phone !! Also, remember that its on Radical innovation that changes the business game in your favour !So when you look around next and do a brain storming about innovation, you might want to start with an Incremental innovation and who knows you might bring out a Radical innovation in your product / process or your service! Good Luck! #Softwareengineering #Innovation #productivity #learning #techniques Previous Next

In the first three parts of this series, we’ve explored the ideas of .. < Back Putting innovation theory into practice In the first three parts of this series, we’ve explored the ideas of .. [ This article was originally published on Thoughtworks's Insights. You can see the original articles here . ] Get started now In the first three parts of this series, we’ve explored the ideas of building an innovation engine within your enterprise, creating a system for sustainable innovation. Here, we’re going to look at the practicalities of making this real. To give you an idea of how this Innovation to Impact model can work, I’ll share with you the genesis of the concept, which emerged out of some work I was doing at Thoughtworks. A few years ago, I’d started my role heading up the internal IT (workspaces) at Thoughtworks internal technology program — TechOps, and spent some time travelling across our global offices to get a better picture of our capabilities. I’m sure this was an experience familiar to many: the chance to meet incredible colleagues with brilliant ideas. But it was also clear to me that we were often not making as much impact as we could because there wasn’t enough visibility into what people were doing. So for instance, our demand teams in the US would have had no idea about some of the incredible work on Internet of Things (IoT) projects that colleagues in Manchester, UK were doing. It’s a tale that I’m sure’s familiar to many people in enterprises today: the issue isn’t that we don’t have innovative teams, but channeling those ideas into business value is tough. How do you create an ecosystem for innovation? How can you make that ecosystem sustainable? As is often the case in a company such as ours, we started with ideas — a plan to run experiments. But to deliver something truly innovative — something that would add new value to the business — we would only pursue those that had a purpose. We started by setting up meetings across the nine global offices, both in-person events and online meet-ups. And we asked our staff for ideas that would help us tackle issues they saw in their day-to-day roles. Identifying the right projects From those meetings, we generated 185 nominations, which we narrowed down to 130 ideas when we’d removed duplicates. Out of those 130 ideas, we then had to streamline further, looking at which were commercially viable, and where we could start creating impact first. We eventually decided on a project for our recruitment teams — one looking at getting consistent feedback from candidates. We also carved out a small, but separate incubator team, from an existing large team to focus especially on delivering business value through innovation. The team had a people with product and domain, strategy, design and development skills, with a person often playing multiple roles. Their challenge was to find a consistent way of getting high quality feedback from candidates — and in a way that would enable us to improve our recruitment process, give better feedback to candidates and measure the effectiveness of our recruitment teams. The team had their first prototype done in eight weeks: a tablet-based system that candidates use immediately after their interview. That enabled us to get a trial out quickly, which we then monitored to ensure people were using it, to identify areas that could be improved and to ensure our recruitment teams were finding it useful. This solution quickly established the notion that our incubator team could not only innovate, but come up with ideas that impacted the business. And having established our credentials, we could then build on this by returning to our ideas board, re-evaluating our list of potential projects and finding new ways to help the business. This process for creating sustainable innovation can be seen as a four-stage process: Through this approach we’ve expanded our projects to include a global room booking system and multi-sensor environmental sensors. And we continue to grow and become an increasingly important engine of innovation. An eight-point plan for success To summarize, this series of articles has explored mechanisms to make innovation an integral part of business-as-usual — to make you less reliant on Eureka moments and to innovate systematically. I believe that by following the eight working principles outlined below, you’ll have an opportunity to create an innovation culture that enables your organization to outmatch its competitors in the long run. Co-creation and high-touch engagement. Building ‘with’ is better than building ‘for’ to build a sense of shared ownership High-velocity decisions. Speed is imperative for innovation, so avoid delays Think ‘openness’. Use open protocols, build your products / prototypes for interoperability by default Intrepreneurship attitude. Think from outcome perspective, having a high-level vision and navigating to achieve desired results First-principle approach. Go back to basics and challenge your fundamentals, revalidate all rooted assumptions Sense of urgency. Bringing a sense of urgency into entire process can eliminate blockages and clear the path Use +1 thinking. Going beyond your immediate problem or idea to find the next and solve for that Build for scale. You don’t want to spend extra time “later” to scale your innovations, do you! Previous Next

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The pandemic has changed the dynamics of almost every kind of business. . < Back Digital transformation – 8 inside characteristics of the modern & digital organizations The pandemic has changed the dynamics of almost every kind of business. . The pandemic has changed the dynamics of almost every kind of business. And today, most businesses have no choice but to transform themselves through technology to reach their customers and continue their existence. Digital transformation is not a new concept. Probably, it's one of the most overused terms in recent times, especially during the last couple of years. Every other company is either getting digitally transformed, or helping others get transformed, or both. However, have you ever thought about what a ‘transformed’ organization looks like? What are the characteristics of a modern and a digitally transformed organization? How does a ‘Digitally transformed’ organization function and work, to continue the agility that they have gained through the transformation? Here are 8 characteristics or principles of the ‘Modern and Digitally transformed’ organization. These principles define how these companies operate internally, how their employees and teams see the organization from inside. Simple For digitally transformed organizations, the size of the company does not matter for their IT operations. Whether the company size is 500 people, or 50,000 people, these companies do not find it hard to scale their internal operations and business processes. The internal organization complexities are hidden behind simpler interfaces and intuitive business processes. They provide great working experiences to the employees, customers, and guests alike. The access to their core systems and services are easily available to build better interfaces and experiences for their internal business operations and customer facing processes. Flexible & personalized Employees will work from anywhere, any time and business processes are tuned and built to support flexible, time zone aligned, remote first & hybrid working culture. Cross country markets will emerge and people across the regions will collaborate better on delivering success to their customers. The services that are offered to employees and customers will be hyper personalized and they will be able to take their experience anywhere they go and access services with any device. Social & collaborative Diversity and inclusiveness will continue to be the key elements of the culture, and everyone’s opinions stay important to take the organization forward. Employees will engage in natural and non-hierarchical communications across the organization, and they will have necessary tools and technology at the disposal that allows them to communicate the way they want and improve social collaboration. They will continue to strengthen their ‘networked’ organization through new tools and technologies to make communications and collaboration easier. Open & compliant Information will remain a key enabler, however access to information will change per their compliance policies. Security, privacy and compliance will become even more important in future. The core IT systems will be easily interoperable, and the IT assets will be easily discoverable and accessible through internal developer platform / API / core asset marketplaces. There will be a strong access management & control mechanism in place at various levels that will guard ourselves and their key information from misuse. Smart Companies will integrate the physical workspaces with digital technologies to build smarter and more personalized experiences for their employees, customers, and guests and will continue to improve the experience using the big data. Our technology will enable employees to use different devices and help experience a truly connected workspace. They will use AI for enhancing their human effectiveness at work and provide full or assisted decision support for key organizational decisions. Sustainable Companies will care even more about sustainability and environment and ensure that they run on sustainable energy and prioritize being carbon neutral (if not negative). they would have committed to and demonstrated actions on supporting the SBTi goals towards climate action. For the assets and devices owned by them, they will follow the eco-friendly recycling and promote reusability. Their cloud infrastructure will run on green cloud computing. Fast, yet accurate Digitally transformed organizations are highly data driven. They have trustworthy data, made available to employees and leaders through established data platforms and relevant tools. The data that people are entitled to access is available at fingertips, in the format the employees want. All operational, business, and organizational decisions are driven by intelligent & actionable data insights. Innovative, learnable The digitally transformed organizations make innovation easy and take efforts to democratize innovation within the organization. Their next phase of growth is driven by innovation. They have lower barriers for innovation and experimentation and set clear paths for idea->impactful outcomes. These organizations retain a high focus on research and continuous learning and people capability development. Employee growth & development is a core part of the organizational strategy & culture. Final thoughts Markets and customer needs are evolving fast, and technology is evolving even faster. In the new age of business, there is an inherent need for companies to stay ahead of others. Being a modern & digital organization gives companies an advantage in the competitive market to respond faster to changing customer needs. While above 8 principles define the characteristics of the modern & digital organizations from inside (for employees & its leaders), it’s very important to know that being digital and modern is no end state, but it’s a continuous evolution. The companies who would wait and stay reactive, will be in a true danger of irrelevance, unless they act now, and act fast. Being a modern & digital organization gives companies an advantage in the race, the relentless focus on customer success, being flexible and adaptable to customer needs and being continuously innovative towards building better / newer products and services for customers is what will define the success of these organizations. Previous Next

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