Dr Patricia Anderson On How To Use Digital Transformation To Take Your Company To The Next Level
Transformation should be positioned as continual improvement and not a one-off activity. Authentic transformational leaders actively engage their internal customers in collaboration, critical thinking, and innovation, all designed to keep moving the needle forward.
As part of our series about “How To Use Digital Transformation To Take Your Company To The Next Level”, I had the pleasure of interviewing Dr Patricia Anderson.
Dr. Anderson is a professor at the Forbes School of Business and Technology with more than 20 years of experience in executive leadership and business. She has combined years of extensive behavioral research with her proven abilities to manage complexity, volatility, and ambiguity in the realm of leadership, to become a leading expert in Authentic Transformational Leadership (ATL). Dr. Anderson’s mission with ATL is to position leaders and businesses to create people-powered, future-proof solutions and sustainable success through authenticity, transparency, and mutual real-time accountability.
Thank you so much for joining us in this interview series. Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I started with studying computer science which led me to support digital transformation in organizations. Once I received an MBA I started my own technology consulting business, which then morphed into a business consulting services, where I partnered with Fortune 100 companies in implementing their strategic vision. After several years, I had the opportunity to earn a doctorate in Transformational Leadership; I now lead successful digital transformations powered by Authentic Transformational Leadership and Organizational Change Management practices.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?
I studied computers in college to get out of a marriage proposal. At the time, I was trying to think of an excuse (besides the obvious: “No!”), so I went to college to study Computer Science. It was the best judgment I made — on both fronts. I have since learned how to communicate better and more directly instead of making life-changing decisions!
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
I met a very successful entrepreneur when I first started who taught me to value my work. I remember at the time my company was a technology firm and we focused on providing computer training to businesses. When I completed training at his office and handed him an invoice he “schooled” me on how to properly price my services. He advised me to not only include the hourly training costs, but the costs to drive to the office, to purchase the software, etc.
Is there a particular book, podcast, or film that made a significant impact on you? Can you share a story or explain why it resonated with you so much?
The Millionaire Mind by Dr. Thomas Stanley. It’s been quite some time since I read that book, but I remember that the focus was on the mindset and the journey in becoming a millionaire. The north star shifted from the physical assets and the end game to a state of being.
Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?
I started as a computer consulting business in the 90’s at the awakening of the world wide web. Our slogan was “Linking you to the future is our business.” Our vision was to equip businesses with the technological prowess to be efficient in their operations. We delivered software training services that increase office productivity, designed websites, and performed computer networking. We then transformed to business and management consulting which supported the overall strategic pursuits of leaders.
Are you working on any new, exciting projects now? How do you think that might help people?
Right now I am leading organizational change management for several companies undergoing digital transformation. It’s exciting and challenging to gain buy-in from stakeholders at all levels of the organization. Making the business case for the transformation is easier than making the personal WIIFM(What’s In It For Me) case. Once individuals realize what is on the other side of the transformation and the opportunities for upskilling and reskilling they are on board. The OCM aspect is a prescriptive approach to guide the transformation so that it sticks.
Thank you for all that. Let’s now turn to the main focus of our discussion about Digital Transformation. For the benefit of our readers, can you help explain what exactly Digital Transformation means? On a practical level what does it look like to engage in a Digital Transformation?
Digital transformation is a strategic endeavor to move from a current state (customer experience, culture, process) to an incrementally better future state of increased efficiency and effectiveness. Practically, an organization may choose to automate certain processes, or in many cases, it means moving to the cloud infrastructure. One of the challenges that I face is stakeholders wanting to prescribe a 1:1 correlation between current and future states; digital transformation also means business processes have to change to accommodate the future state.
Which companies can most benefit from a Digital Transformation?
Companies experiencing slow growth or no growth, those who want to enable technology-driven solutions, and those who want opportunities to collaborate digitally, just to name a few.
We’d love to hear about your experiences helping others with Digital Transformation. In your experience, how has Digital Transformation helped improve operations, processes and customer experiences? We’d love to hear some stories if possible.
I worked with a global organization to transform their BAM (Brick And Mortar) operations to online. The transformation would make their products and services available to a larger, previously underserved market, which in turn would drive revenue and ROI. The transformation enabled 24/7 operations, which allowed for self-service and freed up internal customers from repetitive and mundane tasks to engage in more meaningful activities. There was a significant negative correlation between costs and revenue which allowed organizations to offer more services. The transformation was successful and imperative to recently imposed social distancing which would be problematic in the BAM environment.
Has integrating Digital Transformation been a challenging process for some companies? What are the challenges? How do you help resolve them?
Some company leaders focus on the technology side of the transformation and leave out the more significant aspect — the people side. Collective individual transformation is what drives organizational transformation. The success of the transformation is contingent on the adoption and usage of the technology. Deploying an organizational change management strategy is imperative for successful adoption. Additionally, the change management methodology should be tethered to the implementation cycle for maximum effect and driven by Authentic Transformational Leadership (ATL)
Ok. Thank you. Here is the primary question of our discussion. Based on your experience and success, what are “Five Ways a Company Can Use Digital Transformation To Take It To The Next Level”? Please share a story or an example for each.
Focus on the people side of the transformation, by employing Authentic Transformational Leadership Practices:
- Inspirational motivation. Tell a compelling story about what the transformation means to each individual, first, and to the organization as a whole. Many leaders are in crisis mode, requiring them to prescribe a sustaining vision to support their stakeholders.
- Idealized influence. Leaders who model adoption behavior are engaged, visible, and active before, during, and after the transformation. This behavior sends key messages to stakeholders, especially resistors. Walk the talk.
- Individual consideration. Addressing WIIFM (what’s in it for me) is instrumental in adoption.
- Intellectual stimulation. Engage stakeholders early and often in the transformation endeavor. Get their buy-in. Allow them to make decisions. Engaged stakeholders are less likely to be resistant to transformation.
- Be a learning leader. You know less than you don’t know.
In your opinion, how can companies best create a “culture of innovation” in order to create new competitive advantages?
Transformation should be positioned as continual improvement and not a one-off activity. Authentic transformational leaders actively engage their internal customers in collaboration, critical thinking, and innovation, all designed to keep moving the needle forward.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Your mind has to arrive first.” Especially in digital transformation the most challenging aspect of the undertaking is not the technology, rather it is the mindsets of individuals who will be the most impacted by the transformation.
How can our readers further follow your work?
DrPatriciaAnderson.com
Thank you so much for sharing these important insights. We wish you continued success and good health!
You’re quite welcome; I am very passionate about transformation.
