Uncategorized - People Assured

Digital Transformation Challenges: Where CXOs and Research Agree

My recent LinkedIn poll asked leaders about the biggest challenge in their digital transformation journeys. Comparing the results with insights from major consulting, tech, and research firms such as McKinsey, Bain, Accenture, BCG, Deloitte, IBM, and Gartner, shows a high degree of consistency.

Poll Results (33 voters):

48%: Skill Gaps & Change Resistance
24%: Vision, Strategy & Value Proposition
24%: Legacy Systems & Data Issues
3%: Other* (*e.g., Major events such as large-scale M&A happening in tandem)

The Top 8 Digital Transformation Challenges Based on Research:

from McKinsey, Bain, Accenture, BCG, Deloitte, IBM, and Gartner:

Cultural Resistance & Leadership Commitment
Legacy Systems & Technology Debt
Lack of Digital Skills & Talent
Clear Digital Strategy Aligned with Business Goals
Data Management and Governance
Agility in Execution
Cybersecurity & Risk Management
Customer-Centric Approach

Highlights

Change resistance is the #1 challenge in both the poll and research, deeply tied to leadership commitment and organizational culture.

Legacy systems must be addressed early to avoid barriers and ensure a smooth transformation.

Strategy should be defined early, but the toughest execution challenges are leadership commitment, legacy systems, and digital skills gaps.

Vision & strategy ranked higher in the poll, indicating leaders’ focus on setting direction first. However, research generally places strategy challenges below leadership and technology-related hurdles.

Skills gaps emerge as a secondary challenge, surfacing after leadership alignment and legacy system issues are addressed. Upskilling in AI, cloud computing, and data science is essential to fully leverage new technologies.

Breaking down the 8 Major Barriers

1. Cultural Resistance, Leadership Commitment & End-User Adoption
Digital transformation often faces resistance at multiple levels. At the executive level, organizations may struggle to fully commit, often due to a lack of active involvement or misalignment between strategic vision and the practical steps needed to drive change. Middle management can become a bottleneck, resisting new processes or technologies out of fear of losing control or not understanding the benefits.

End-user adoption remains one of the biggest challenges. Employees may resist new systems due to concerns about disrupted routines, job security, or the complexity of new tools. Early engagement, tailored training, and demonstrating clear benefits can foster ownership of the transformation. The goal is to make users feel empowered, not threatened.

2. Legacy Systems & Technical Debt
Legacy systems are one of the most persistent obstacles to digital transformation. While deeply embedded in operations, they limit flexibility and speed. Over time, organizations accumulate technical debt by applying short-term fixes to keep outdated systems running, making future upgrades harder and costlier. These systems also often lack compatibility with modern technologies like cloud computing, AI, or real-time analytics.

The challenge is transitioning strategically without disrupting operations. A phased shift to more agile, scalable architectures is essential. However, rapid overhauls can be risky. Ensuring new technologies integrate smoothly with existing infrastructure is key to minimizing disruptions.

3. Lack of Digital Skills & Talent
As digital transformation accelerates, many organizations face a growing skills gap. Demand for expertise in AI, data analytics, cybersecurity, and cloud computing outpace supply. This gap can lead to poor decisions, especially at the executive level where digital understanding may be limited.

Investing in reskilling and upskilling is crucial. Organizations should foster continuous learning and provide opportunities for growth at all levels. Managers also need to understand how to lead their teams through technological change to ensure successful adoption.

4. Unclear Strategy or Weak Alignment with Business Goals
A lack of strategic clarity is a common reason digital transformations fail. Without a clear vision aligned with business objectives, initiatives can become fragmented or misdirected. Digital transformation must be integrated into the overall business strategy—not treated as a separate IT initiative.
Success depends on translating the digital vision into specific, measurable outcomes. A well-defined roadmap with milestones and KPIs keeps the transformation focused and aligned across departments.

5. Poor Data Management & Governance
Quality data is an asset—but without effective management and governance, it becomes a liability. Many organizations struggle with siloed data, inconsistent definitions, and a lack of standardization, which hampers accurate insights and decision-making.

To enable change, organizations must prioritize data governance. This includes ensuring data is accurate, accessible, and secure, and adopting strong data management practices that unify data across departments into a single, reliable reference point. Leaders should also define clear strategies for managing privacy, security, and compliance to reduce risk.

6. Lack of Agility in Execution
The fast pace of digital transformation demands agility. Many organizations are held back by rigid structures and traditional project management methods. Transformation is ongoing, requiring continuous iteration and responsiveness to feedback.

Adopting agile practices allows teams to pivot quickly in response to shifting markets or technologies. Cross-functional teams, empowered to innovate in real time, are essential. Leaders must support experimentation and rapid adjustments instead of rigid plans. Embedding an agile mindset throughout the organization fosters resilience and adaptability.

7. Cybersecurity and Risk Blind Spots
Cybersecurity risks have become more complex with digital transformation. Cloud services, IoT devices, and AI systems expand the attack surface, increasing exposure to threats. Yet, many organizations treat security as a secondary concern, integrating it too late in the process.

To succeed, security must be built into every initiative from the outset. This includes technical safeguards and cultivating a culture of security awareness. Cybersecurity should be seen as a core enabler of transformation, not an afterthought.

8. Neglecting Customer-Centric Design
At its core, digital transformation is about delivering value to customers. Yet, organizations often focus too much on internal efficiencies, neglecting customer experience. A successful digital strategy places the customer at its center.

Using data and analytics to personalize interactions and create seamless, multichannel experiences is key. Continuous feedback, journey mapping, and tailored solutions help refine digital initiatives to enhance satisfaction, build loyalty, and improve business performance.

Key Comparisons: Poll and Research

1. Cultural Resistance & Leadership Commitment:
Change resistance is often tied to leadership commitment and organizational culture, amplified by skills gaps in the digital competencies required for transformation and future business success.

2. Legacy Systems & Technology Debt:
The poll ranked legacy systems third, while research emphasizes addressing them early to avoid significant barriers and ensure a smooth transformation.

3. Skills Gaps & Digital Talent:
The poll grouped skills gaps with change resistance, but research treats these “people” factors separately. Skills gaps arise after leadership alignment, legacy systems are addressed, and new technologies are understood.

4. Vision & Strategy:
The poll identified vision and strategy as the second biggest challenge, emphasizing the need for clarity. While leaders focus on the ‘why’ of digital transformation, research shows cultural resistance, tech readiness, and talent gaps are even bigger obstacles, despite the need for a strong strategy and business case upfront.

Conclusion

The poll results align closely with leading research on digital transformation challenges, particularly around change resistance being the major challenge. However, the sequencing differs slightly. Ultimately, both sources agree that successful digital transformation requires a combination of leadership commitment, overcoming legacy technology, developing the right digital skills, and crafting a clear, aligned strategy alongside a strong business case.

Bibliography:

Article by: Ian Foster – People Assured
Image by Microsoft Designer.
Research and writing supported by Google Search, Microsoft Copilot, and OpenAI’s ChatGPT.

5 Digital Solutions For SMB Leaders To Drive Growth

In my previous article, Digital Transformation Strategies for Small and Medium-Sized Businesses (SMB’s), I outlined a strategy and framework for SMBs to begin their digital transformation journey.

This follow-up article highlights five key solution areas—cloud computing, automation, e-commerce, data analytics, and cybersecurity—and the tools that help SMBs achieve measurable results, aligning technology adoption with strategic priorities.

1. Cloud Computing & Collaboration Tools

Activity:
Migrating business operations to cloud-based platforms enable SMBs to centralize their operations and streamline workflows. Increasingly common in SMBs, cloud computing platforms such as Microsoft 365, Google Workspace, and Amazon Web Services provide scalable and flexible solutions that reduce the need for on-premises infrastructure.

Benefits:
Cost savings, enhanced accessibility, and the ability for remote work. Collaboration tools like Microsoft Teams and Google Meet allow for seamless communication among distributed teams, boosting productivity and operational efficiency. Cloud solutions also improve data security with built-in protections.

Example:
A small business that migrates to Google Workspace can streamline email management, file sharing, and document collaboration, all within a secure cloud environment, without the need for managing hardware or software updates.

Sources:

2. Automation & AI-Driven Processes

Activity:
SMBs can automate repetitive tasks using AI-powered tools such as chatbots, automated invoicing, and workflow optimization tools like Zapier and QuickBooks. These tools reduce the reliance on manual processes and increase operational efficiency.

Benefits:
Automation streamlines workflows, reduces human error, and improves service delivery. AI tools, such as chatbots for customer service or automated scheduling systems, ensure faster responses and greater accuracy, enhancing the overall customer experience.

Example:
An online retailer can implement an AI-powered chatbot to handle customer inquiries 24/7, significantly improving customer service and reducing the workload of human staff.

Sources:

3. E-Commerce & Digital Sales Channels

Activity:
Setting up or optimizing e-commerce platforms, social commerce, and digital payment solutions such as Stripe, PayPal, and Square allows SMBs to expand their market reach and streamline transactions. Platforms such as Shopify or WooCommerce offer simple solutions to create online stores.

Benefits:
Digital sales channels open new revenue streams and allow businesses to tap into global markets. By integrating digital payment systems, businesses can offer secure, convenient payment options, improving customer satisfaction and increasing sales opportunities.

Example:
A small boutique can use Shopify to create an online store and integrate PayPal for secure payments, allowing them to expand their reach beyond their physical location and serve a wider audience.

Sources:

4. Data Analytics & Business Intelligence

Activity:
By leveraging data analytics tools such as Power BI, Google Analytics, and Tableau, SMBs can analyze customer data, track marketing performance, and gain insights into business operations. These tools help businesses make data-driven decisions and optimize their strategies.

Benefits:
Data analytics enables businesses to uncover valuable insights, identify trends, and refine their marketing and sales strategies. By using business intelligence (BI) tools, SMBs can make informed decisions that improve operational efficiency and customer targeting.

Example:
A marketing agency can use Google Analytics to track website traffic and user behavior, enabling them to refine their digital marketing campaigns for better performance.

Sources:

5. Cybersecurity & Compliance Measures

Activity:
Implementing robust cybersecurity tools, such as multi-factor authentication, endpoint protection, firewalls, and data encryption, is essential for SMBs as they digitize their operations. Ensuring compliance with data protection regulations, such as GDPR, is also crucial for building trust with customers.

Benefits:
Strong cybersecurity measures protect sensitive business and customer data from cyber threats. They also ensure compliance with industry regulations, safeguarding businesses from potential legal and financial consequences. By prioritizing security, SMBs demonstrate to customers that their data is protected, which builds trust.

Example:
A small healthcare provider can implement HIPAA-compliant cybersecurity measures to protect patient data, ensuring both regulatory compliance and the trust of their clients.

Sources:

Final Thoughts

Digital transformation is not just about adopting new technology; it’s about using the right tools to execute a well-defined strategy. The five implementation areas outlined—cloud computing, automation, e-commerce, data analytics, and cybersecurity—help SMBs put their transformation plans into action.

By selecting tools that align with their business objectives, and by focusing on achievable goals, quick wins, and incremental improvements, SMBs can ensure success in a rapidly evolving digital landscape.

Article by: Ian Foster – People Assured
Image by Microsoft Designer.
Research and writing supported by Google Search, Microsoft Copilot, and OpenAI’s ChatGPT.

Digital Transformation Strategies for Small and Medium-Sized Businesses

For small and medium-sized businesses (SMBs) with limited resources, embarking on business, digital, and technology transformation can feel daunting. However, with a clear strategy and focused efforts, SMBs can successfully navigate transformation complexities while leveraging digital technologies to enhance efficiency, customer experience, and long-term growth. This strategy is also relevant for larger organizations aiming to focus their transformation efforts.

Below is a streamlined approach for organizations to consider:

1. Start with a Clear, Focused Goal

Prioritize: Focus on the most critical areas that align with your business objectives. Whether improving customer service, optimizing internal processes, or adopting emerging technologies, targeting one or two key priorities will maximize impact without spreading resources too thin.
- Westerman et al. (2011) Digital Transformation: A Roadmap for Billion-Dollar Organizations. Discusses the importance of aligning business goals with digital transformation efforts.
Small, Measurable Milestones: Break down the transformation into smaller, manageable steps with measurable outcomes. Achieving small wins builds momentum and reduces the overwhelm of large-scale changes.
- Argawal, R. and Selen, W. (2014) The incremental and cumulative effects of dynamic capability building on service innovation in collaborative service organizations. Discusses building capabilities over time.

2. Leadership Commitment

Empower Key Leaders: Designate one or two senior leaders to lead the transformation. These leaders will act as change champions, guiding business and digital transformation efforts.
- Sacolick, I. (2023) 3 Key Digital Transformation Priorities for 2024. Highlights leadership’s role in digital transformation, AI integration, and operational efficiency.
Strategic Resource Allocation: Ensure leadership is committed to allocating time, budget, and resources to critical transformation areas such as human capital, technology, and process innovation.
- Lin et al. (2022) Beyond financials: Helping small and medium-sized businesses thrive. Outlines strategic resource allocation and support as key to SMB business transformation.

3. Customer-Centric Focus

Quick Wins: Implement digital solutions that directly impact customer experience, such as automation tools or improved feedback systems.
- Tolentino, T. (2025) 30+ Digital Transformation Case Studies & Success Stories. Demonstrates how small businesses use digital tools for customer engagement.
Use Data Wisely: Instead of complex data systems, use affordable analytics tools to make smarter business decisions.
- CRM Detectives (2024) Top 10 Analytics Tools for Small Businesses. Reviews the strengths and weaknesses of analytics tools for small businesses

4. Leverage Existing Talent

Upskill Internally: Invest in training your existing team rather than hiring expensive consultants.
- Vaidyanathan, P. (2020) How Small Businesses should approach Digital Transformation. Highlights cost-effective internal training
Internal Champions: Identify employees passionate about the transformation process and empower them as change leaders.
- Mankins, M. and Litre, P. (2024) Transformations That Work. Lessons from companies that defy the odds. Discusses critical practices from successful programs.

5. Adopt an Agile Mindset

Flexible and Lean: Seek flexibility and speed to adapt to technological and market changes
- McMahon, C. (2023) 7 Digital Transformation Predictions for 2024. Discusses the growing need for agile practices.
Test and Learn: Trial new digital initiatives on a small scale before full integration.
- Lin et al. (2022) Beyond financials: Helping small and medium-sized businesses thrive. Supports a test-and-learn approach.

6. Data-Driven Decisions on a Budget

Use Existing Tools: Leverage low-cost tools for analytics, CRM, or project management.
- Elliott, J. (2024). 10 Free or Low-Cost CRM Tools for Small Businesses. Lists low cost of entry CRM systems.
Focus on Actionable Insights: Collect only relevant data that directly impacts decision-making.
- Goswami, M. (2024). AI in Analytics: Turning Data into Actionable Insights. Discusses the use of AI in analytics and decision-making.

7. Technology Infrastructure

Cloud Solutions: Use cloud-based platforms for scalability and flexibility without high upfront costs.
- Littlefield et al. (2024) The Power of Cloud Storage for Small and Medium Businesses: Unlocking Efficiency and Security. Discusses the cost-benefit of cloud storage.
Start with What You Have: Optimize existing tools instead of overhauling your tech stack.
- DigitalDefynd (2025) 25 Digital Transformation Case Studies. Showcases SMBs leveraging existing technologies for transformation.

8. Gradual Change Management

Communicate Early and Often: Engage your team early, communicate the vision, and address concerns proactively.
- Kotter, J., (1995) Leading change: Why transformation efforts fail. Emphasizes continuous communication during transformation.
Small Steps: Implement gradual, manageable steps to ease employee adoption.
- Sweary, R. (2021) You Can’t Have a Revolution Every Day: Invest in Incremental Digital Transformation. Encourages reviewing clunky and outdated processes to see where they can be simplified and streamlined.

Key Takeaways for Small and Medium-Sized Businesses with Limited Resources:

Prioritize high-impact initiatives: Focus on areas such as customer experience, process optimization, or data-driven decision-making to get the best ROI.
Start small and scale: Use a phased approach that allows you to test new technologies and business practices before scaling up.
Leverage existing assets: Maximize your internal talent, skills, and tools before looking for external solutions.

Large companies can learn from SMBs’ business, digital and tech transformations in several ways:

Agility: SMBs adapt quickly to new technologies, enabling faster innovation and responsiveness. Large companies can improve efficiency and simplify decision-making to become more agile.
Cost-Effective Solutions: SMBs often rely on affordable, scalable cloud-based technologies, which allow them to optimize resources. Large companies can adopt similar solutions to improve efficiency and reduce costs.
Customer-Centric Approach: SMBs are highly attuned to customer feedback and use it to drive technology decisions. Larger companies can prioritize customer-driven digital solutions for more impactful transformations.
Innovation and Lean Culture: SMBs encourage experimentation and innovation, often with fewer barriers to change. Large companies can learn to foster a similar culture of innovation and reduce bureaucratic hurdles.

By applying these lessons, large companies can accelerate their own digital transformations, remain flexible, and stay ahead of the competition.

Conclusion:

While larger companies often focus on scalability, optimization, and advanced technologies, small businesses need to focus on achievable goals, quick wins, and incremental improvements. The digital and technology transformation strategies for smaller companies should be leaner and more agile, allowing them to implement changes faster, with a focus on customer impact and cost efficiency.

Author: Ian Foster – People Assured
Images by Gerd Altmann on Pixabay, and Microsoft Designer.
Research and writing supported by Google Search, Microsoft Copilot, and OpenAI’s ChatGPT.

Overcoming Cultural Barriers in AI and Digital Transformation

Introduction

In 2025, AI and digital transformation continue to present significant cultural challenges for organizations. Successfully navigating these challenges requires aligning employee behaviors and mindsets with the organization’s values and goals.

In this article, my research highlights 8 cultural challenges—the hurdles organizations must overcome, and 13 cultural implications—the changes and adaptations necessary for successfully integrating digital and AI into the organizational culture.

Selected Cultural Challenges

1. Outdated Organizational Structures

Traditional hierarchies can clash with the collaborative and agile nature required for digital transformation. ([Trantor Inc.](https://www.trantorinc.com/blog/digital-transformation-challenges)[Technology Magazine](https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier )).

2. Leadership Misalignment

Successful digital transformation requires alignment from top management. If leaders are not on board, it will hinder progress. ([Panorama Consulting] (https://www.panorama-consulting.com/challenges-in-aligning-corporate-culture-with-digital-transformation/), [Technology Magazine](https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier)).

3. Lack of Skills and Digital Mindset

Employees may lack the necessary skills or mindset to adapt to new technologies. Continuous training and upskilling are essential. ([Forbes](https://www.forbes.com/councils/forbestechcouncil/2024/12/03/tech-in-2025-industry-leaders-detail-their-top-challenges/), [Technology Magazine] (https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier)).

4. Resistance to Change

Employees often resist changes due to fear of the unknown or discomfort with new processes. Overcoming this requires strong leadership and effective communication. ([Forbes](https://www.forbes.com/councils/forbestechcouncil/2024/12/03/tech-in-2025-industry-leaders-detail-their-top-challenges/), [Technology Magazine](https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier )).

5. Data Privacy and Cybersecurity Concerns

Ensuring data privacy and security is a major challenge as organizations adopt new technologies. ([Forbes](https://www.forbes.com/councils/forbestechcouncil/2024/12/03/tech-in-2025-industry-leaders-detail-their-top-challenges/), [Technology Magazine] (https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier)).

6. Ethical Use of AI

Ensuring AI is used ethically and responsibly is crucial to maintain trust and compliance with regulations. ([Technology Magazine] (https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier)).

7. Integration of Diverse Workforces

The integration of diverse workforces, including remote and global teams, adds complexity to cultural alignment and collaboration ([Harvard Business Review] (https://hbr.org/2023/05/how-to-build-culture-on-a-hybrid-team), [Technology Magazine] (https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier)).

8. Balancing Tradition and Innovation

Balancing traditional practices with innovative approaches can be challenging, especially in industries with deeply rooted norms and values ([Harvard Business Review](https://hbr.org/2023/05/the-changing-face-of-innovation), [Technology Magazine](https://technologymagazine.com/articles/ethical-and-responsible-ai-navigating-techs-new-frontier))

Selected Cultural Implications

1. Shift in Mindset

Organizations need to foster a culture that embraces curiosity, experimentation, and continuous learning. This involves moving away from a fear of failure to a mindset that values innovation and adaptability. ([Deloitte](https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-future-of-ai-for-it.html), [McKinsey](https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/charting-a-path-to-the-data-and-ai-driven-enterprise-of-2030), [McKinsey](https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-data-driven-enterprise-of-2025)).

2. Leadership Alignment

Strong leadership alignment with AI goals is essential. Leaders must communicate their vision and benefits to gain buy-in from all levels of the organization. ([Deloitte](https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-future-of-ai-for-it.html), [McKinsey](https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/charting-a-path-to-the-data-and-ai-driven-enterprise-of-2030)).

3. Cross-Functional Collaboration

AI initiatives often require collaboration across different departments and teams. This can break down silos and encourage a more integrated approach to problem-solving. ([Deloitte](https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-future-of-ai-for-it.html), [McKinsey](https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-data-driven-enterprise-of-2025)).

4. Ethical Awareness

Ethical considerations are crucial as AI systems become more prevalent. Organizations must ensure that AI is used responsibly and aligns with ethical standards and regulatory requirements. ([Deloitte](https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-future-of-ai-for-it.html), [Accenture](https://www.accenture.com/us-en/insights/song/accenture-life-trends), [PA Consulting] (https://www.paconsulting.com/insights/to-lead-in-the-ai-era-take-a-human-centred-approach))

5. Upskilling and Reskilling

Continuous upskilling and reskilling are necessary for employees to adapt to AI technologies, including both technical training and fostering a digital mindset. ([Deloitte](https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-future-of-ai-for-it.html), [PA Consulting] (https://www.paconsulting.com/insights/to-lead-in-the-ai-era-take-a-human-centred-approach)).

6. Data Privacy and Security

Robust measures to protect sensitive information are essential with the increased use of AI, addressing data privacy and cybersecurity concerns. ([Deloitte](https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-future-of-ai-for-it.html), [McKinsey](https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-data-driven-enterprise-of-2025), [Accenture](https://www.accenture.com/us-en/insights/song/accenture-life-trends)).

7. Data and AI First Mindset

Emphasizing the importance of a culture that embraces data and AI. ([McKinsey](https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/charting-a-path-to-the-data-and-ai-driven-enterprise-of-2030), [McKinsey](https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-data-driven-enterprise-of-2025)).

8. Trust and Transparency

Addressing the need to build trust as people increasingly scrutinize online content and maintain control over technology’s role in their lives. ([Accenture](https://www.accenture.com/us-en/insights/song/accenture-life-trends), [PA Consulting] (https://www.paconsulting.com/insights/to-lead-in-the-ai-era-take-a-human-centred-approach)).

9. Human-Centered Approach

Stressing the importance of ethical AI implementation, minimizing risks, and maximizing benefits. ([PA Consulting] (https://www.paconsulting.com/insights/to-lead-in-the-ai-era-take-a-human-centred-approach)).

10. Flattening Organizational Structures

“By 2026, 20% of organizations will use AI to flatten their organizational structure, eliminating more than half of current middle management positions. This leads to reduced labor costs and increased productivity but also raises concerns about job security and reluctance to adopt AI-driven interactions.” ([Gartner](https://www.gartner.com/en/newsroom/press-releases/2024-10-22-gartner-unveils-top-predictions-for-it-organizations-and-users-in-2025-and-beyond)).

11. Digital Addiction and Social Isolation

“By 2028, technological immersion will impact populations with digital addiction and social isolation, prompting 70% of organizations to implement anti-digital policies such as digital detox periods and screen-free meetings to combat decreased productivity and mental health issues.” ([Gartner](https://www.gartner.com/en/newsroom/press-releases/2024-10-22-gartner-unveils-top-predictions-for-it-organizations-and-users-in-2025-and-beyond)).

12. AI in Executive Decision-Making

“By 2029, 10% of global boards will use AI guidance to challenge executive decisions that are material to their business. AI-generated insights will empower board members to make more informed and strategic decisions.” ([Gartner](https://www.gartner.com/en/newsroom/press-releases/2024-10-22-gartner-unveils-top-predictions-for-it-organizations-and-users-in-2025-and-beyond)).

13. Comprehensive Business Strategy

Emphasizing the importance of a comprehensive, long-term business strategy and effective data management practices. ([Forrester](https://www.forrester.com/blogs/predictions-2025-artificial-intelligence)).

Conclusion

The cultural challenges and implications of implementing AI and digital transformation in 2025 highlight the need for a holistic approach that addresses both technological and human aspects. Organizations must foster a culture of continuous learning, ethical awareness, and strong leadership alignment to successfully navigate these challenges and drive transformation. Emphasizing a data and AI-first mindset, building trust and transparency, and ensuring a human-centered approach, are essential.

Author: Ian Foster – People Assured
Image by Microsoft Designer / Freepik
Research conducted using Google Search, Microsoft Copilot, and OpenAI’s ChatGPT.

People & Organizational Success Factors in Digital Transformation

Introduction

Digital transformation hinges as much on people as on technology — demanding a major shift in culture and mindset. My work and research have identified 15 key ‘people & organizational’ success factors.

15 key ‘people & organizational’ success factors.

1. Leadership Vision & Commitment: Articulate the value, build a compelling business case, secure support from leaders to drive transformation.

2. Transparent Communication: Ensure leaders convey messages clearly and consistently to align expectations, minimize resistance, and keep everyone on track.

3. Capability Building: Enhance digital skills and employee abilities to integrate new technologies and processes.

4. Employee Engagement: Align transformation goals with individual interests, foster a culture of innovation, and involve employees in decision-making.

5. Tools & Technology Upgrades: Equip the organization with the right tools and provide comprehensive training.

6. Project & Program Management: Strategic alignment, scope management, resource allocation, risk management, budget, cost and timeline management.

7. Measurement against Key Metrics:e.g., return on investment, customer satisfaction, process efficiency. Metrics can be a combination of KPIs and OKRs.

8. Adaptive Change Management: Embrace an iterative approach to driving change and managing resistance. Empower change champions across the organization who can influence their peers and measure progress beyond business outcomes, e.g., evaluate team mobilization, engagement, capability development, and user adoption.

9. Culture of Continuous Learning: Foster a mindset where ongoing learning is ingrained in the organizational culture.

10. Personalized Support & Coaching: Provide tailored support and coaching for individuals at different levels to address transformation specific challenges.

11. Recognition and Rewards: Develop a system to recognize and reward employees who actively contribute to the transformation efforts.

12. Feedback Loops & Iterative Improvement: Establish regular feedback mechanisms to gather insights from employees and make improvements based on their input.

13. Diversity and Inclusion: Ensure diverse perspectives and ideas are considered to drive more innovative solutions and enhance overall success.

14. Cross-Functional Collaboration: Break down silos and ensure a unified approach to the transformation, leveraging diverse expertise and perspectives.

15. Employee Well-Being, Resilience & Stress Management: Be proactive regarding work-life balance. Provide support and tools for managing stress and building resilience.

The success of digital transformation is linked to the human element as much as to technology. This necessitates a cohesive strategy that integrates all aspects of people and organizational dynamics with the data, insights, and technological opportunities afforded by digital advancements.

What are your experiences? What’s missing from this list?

Bibliography:

https://brantcooper.medium.com/how-to-unlock-the-human-side-of-digital-transformation-9de07019b714
https://www.forbes.com/sites/sap/2023/07/03/organizational-change-management-the-people-side-of-digital-transformation/https://www.linkedin.com/pulse/navigating-human-side-digital-transformation-kamales-lardi/
https://hbr.org/2023/07/the-value-of-digital-transformationhttps://hbr.org/2021/11/the-essential-components-of-digital-transformation
https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/digital-transformations-the-five-talent-factors-that-matter-mosthttps://www.emerald.com/insight/content/doi/10.1108/DTS-08-2023-0061/full/htm
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/unlocking-success-in-digital-transformations

Author: Ian Foster – People Assured
Image created with DALL-E 3 via Microsoft Copilot

Upskilling and reskilling your team are vital for staying competitive

What Are Upskilling and Reskilling?

Upskilling and reskilling are crucial components of a modern talent strategy and preparing for the future of work.

Upskilling helps employees advance their skills in their current roles and gives them the opportunity to take on additional responsibilities and advance along their career path.

Reskilling prepares employees for new roles. It involves learning new skills outside of their existing skillset to prepare employees for different roles, helping retain valuable staff.

Adapting to Technological Changes and Closing Skill Gaps: As automation and digital transformation reshape job landscapes, the skills required are also changing; a lack of these skills can hinder growth and efficiency.
Employee Engagement, Morale and Retention: Offering growth opportunities boosts employee engagement and job satisfaction. It demonstrates commitment to career development and enhances morale.
Flexibility and Resilience: A continuously learning workforce is more adaptable and resilient to market changes.
Cost-Effectiveness and Risk: Investing in current employees’ cuts hiring and onboarding costs and reduces the risk of misalignment.
Fostering Innovation: Up-to-date skills enhance your contribution to innovative projects, benefiting both personal and organizational growth.
Maintaining Competitive Advantage: Companies that upgrade employee skills stay ahead by rapidly adapting to industry changes and leveraging new technologies.

How to go about it?

Experts at Testgorilla.com, which provides a re-employment skills testing platform, suggest an 8-Step process to upskill and reskill, of which the initial steps are:

Performing a skills gap analysis, assessing employee skills regularly, and recognizing when employees are ready for more responsibility.

In the first step, the skills gap analysis, talk with leaders to clarify your organization’s current and future business strategy and goals, identify which skills and competencies are needed to achieve them, and measure employees’ skills against them. Key to this is predicting which skills and capabilities will become increasingly important, such as AI and data analytics.

Thereafter, develop a plan to address gaps. This will include a combination of upskilling, reskilling, attracting and recruiting diverse talent, procuring managed services, and using short-term consultants to meet immediate needs and scale up as necessary.

Ultimately, upskilling and reskilling help both employees and employers future-proof careers, advance professionally, and meet organizational needs, maintaining a forward-thinking workforce capable of addressing current challenges and driving innovation.

Bibliography

Author: Ian Foster
Image by Freepik

Is your strategy working, and is execution on track?

There are several reasons why a strategy or its execution may fall short of expectations; therefore, regular reviews are essential to ensure alignment and effectiveness.

Key factors that can impact success include:

Not taking enough time initially to ensure everyone clearly understands the strategy and its rationale

Strategies can be high-level. Ensure that your team fully understands the business strategy and its personal implications when it is translated into departmental goals. Reading and discussing the strategy multiple times can ensure clarity and alignment.

The strategy’s goals or benefits are too high-level

The team understands the strategy, but the goals and desired outcomes lack clear definition. In this situation, break down goals into smaller, specific objectives, and identify clear metrics to track performance.

One approach is to use the Objectives and Key Results (OKR) goal-setting framework*, e.g.,

Objective 1: Improve IT Project Delivery

Key Result: Complete 90% of IT projects on time and within budget in 2025

Objective 2: Drive Digital Transformation

Key Result: Launch 2 digital initiatives that align with the company’s strategic goals by Q2 2025

*OpenAI. (2024). ChatGPT (v2.0). OKR IT examples retrieved from https://www.openai.com/chatgpt

Insufficient feedback and buy-in

The team may not be taking full ownership for execution. Some team members may have felt the goals were unrealistic and didn’t fully buy-in or communicate their disagreement. They are now hitting emotional or practical obstacles and progress is slower as a result. Reach out and ensure team members give their opinion

Issues and obstacles are not addressed early enough

Alignment or execution issues are arising but not being communicated in a timely manner. Strategy and its execution can be complex; team members may have blind spots or be wrestling with problems before sharing them.

One way of checking on progress is to have a weekly stand-up meeting with the team, to air and seek feedback on progress, issues, and help needed — as well as to communicate any changes to strategy.

Lack of accountability for delivery or reporting progress

If responsibility for delivery, tracking and reporting is not clear, tasks may not get done. Ambiguous roles and responsibilities can lead to confusion.

Specific strategy objectives should be assigned to named individuals; a project manager or project management office can be tasked with coordinating regular status reports.

summary

In summary, while several factors can contribute to a strategy or its execution falling short, by conducting regular reviews, staying vigilant to potential issues, and engaging in proactive management, leaders can ensure their strategies deliver the desired outcomes.

What are your thoughts?

Optimizing AI for Talent Management Amid Rapid Change

AI is playing an increasingly pivotal role in talent management [1], including through intelligent sourcing and screening, customized learning and development, and AI enabled coaching.

“Thousands of AI tools are coming onto the market daily” [2] with the global AI market forecast to grow at a CAGR* of 37.3% from 2023 to 2030 [3]. *Compound annual growth rate

As the landscape of AI applications and tools rapidly evolves, how can organizations optimize their use of AI to manage and grow their talent?

To tackle this challenge, leaders should:

Approach AI with a strategic mindset
Understand where human insight and intervention can powerfully combine with AI
Encourage and bolster curiosity.

Approach AI with a strategic mindset

There are numerous ways in which AI can help streamline talent management, e.g., by customizing job postings, accelerating candidate sourcing and resume screening, supporting virtual and AI-enabled coaching, utilizing VR scenario simulation for leadership development, and employing generative AI for corporate learning. [4] [5] [6] [7]

Given the myriad of options, organizations need to carefully assess AI tools to find those that align with their talent strategy and improve their business model, considering factors like company size, structure, and innovation appetite.

In parallel, as many applications are new and undergoing rapid change, organizations should encourage experimentation.

Experimentation allows organizations to understand how AI can be integrated into their workflows, pinpoint the best configurations, discover potential limitations, and find creative solutions.

Some areas of opportunity…

Coaching

AI Chatbots can help organizations of all sizes augment their coaching conversations, e.g., improving the quality of coaching questions to help a client reflect more deeply, expanding the knowledge base of the coach/mentor, and providing a broader set of perspectives and insight. AI/AI-enabled coaching tools can also improve goal attainment as they are mechanistic — good at keeping track.[8]

Larger organizations, that provide formal coaching programs to many, have the opportunity for efficiency gains from scalable AI platforms. Some vendors offer access to 1000+ coaches for 1:1 support, and broad educational content that can be accessed on mass 24/7 [9]

Scalability is a strong feature of these technology platforms. AI coaching offerings are also becoming more customizable and personalized as large language models (LLM) and Machine Learning (ML) abilities advance. [10]

Hiring

HR departments are using AI in recruiting more than any other area.[11]

“As recruiters evaluate candidates, they must answer layers of questions” [12] about business and technical skills, experience, level and fit. AI tools present opportunities for AI to run behind the scenes sourcing and screening and deliver a shortlist of candidates for recruiters to evaluate. Not intended to replace recruiters, AI can automate repetitive tasks, and place the recruiter in a strategic talent advisory role.

In high-volume hiring companies, sourcing automation tools can save significant time.[13] [14] [15]

Learning and Development

In corporate Learning and Development (L&D), AI offers the potential for “personalized content, real-time feedback, and adaptive learning paths.” [16] For example, supporting the creation of customized role-playing scenarios that adapt to individual needs in real-time, providing practice opportunities.[17] [18]

As leaders, we can accelerate workforce learning, by leveraging AI and placing skills at the heart of talent management.[19]

Understand where human insight and intervention can powerfully combine with AI

In people development, value comes not only from the process, but the humanistic component.

Uniquely human characteristics such as emotional intelligence and empathy allow human recruiters and coaches to build bonds with their clients that no AI can currently rival. The client – candidate, and client – coach relationship is highly personal. [20]

In coaching, without the building of trust, client openness and the desire to act and develop outside of one’s comfort zone will be limited.

In development, while AI tools are good at helping in capturing and tracking goals, humans can “engage in a more complex and nuanced discussion about goals” helping clients to achieve them. [21]

“AI does not (currently) have the ability to experience emotions or personal connections” often drivers of creativity. However, human creativity is limited by time, resources and current knowledge and experience. [22]

Behavioral change — a key area of coaching and development — requires a client to build awareness to change and to understand and eliminate barriers. This situation can benefit from encouragement and support, particularly during setbacks, which a human coach can excel at. [23] [24]

The interpersonal relationship skills that a good coach, mentor, or recruiter offers can deliver empathy, trust, active listening, emotional intelligence, and wisdom — areas where humans currently have the upper hand, and which can powerfully combine with the data analysis, translation and automation benefits that AI tools offer.

Overall, it is important to acknowledge the unique contributions, often complementary, that humans and AI can bring, understand where each excels and powerfully combine them.

Encourage and bolster curiosity

“Priming an organization to embrace AI will hinge first and foremost on culture.”[25]

In his article on preparing your culture for an AI-powered future [26], Jared Spataro, leader of Microsoft’s Modern Work and Business Applications team, recommends leaders take the following 3 steps:

Choose curiosity over fear — empower staff to understand how AI works, its capabilities, and shortcomings
Embrace failure — create an environment where people are empowered to experiment and set up guardrails to keep activities or processes on track
Become a learn-it-all — embed educational opportunities into everyday business operations and keep staff up to date.

The rapid evolution of AI underscores the need for a workforce driven by curiosity and adaptability.

Curiosity about AI fuels learning, exploration, and innovation. It urges us to ask questions, seek answers, explore its potential, limitations, and implications, and cultivate “a workforce that imagines what could be.” [27]

Leaders can further increase their chance of AI enabled success through effective change management, including selecting AI champions and pilot program leads.

Summary

The future of talent management hinges on “Human + AI” synergy, at least for now!

To stay ahead, organizations must strategically assess AI, prioritize investments, harness what humans and AI do best, and foster AI curiosity among their teams

Author: Ian Foster
Images by Freepik / Gerd Altmann from Pixabay https://pixabay.com/users/geralt-9301/

References

[1] https://www.zavvy.io/blog/ai-talent-management

[2] https://contentatscale.ai/blog/how-many-ai-tools-are-there/

[3] https://www.grandviewresearch.com/industry-analysis/artificial-intelligence-ai-market#

[4] https://joshbersin.com/2023/12/ai-is-transforming-corporate-learning-even-faster-than-i-expected/

[5] https://www.shrm.org/topics-tools/news/technology/ai-adoption-hr-is-growing#

[6] https://peoplemanagingpeople.com/tools/best-candidate-sourcing-software/

[7] https://www.shrm.org/topics-tools/news/technology/ai-adoption-hr-is-growing

[8] https://www.bairesdev.com/blog/a-guide-to-inserting-ai-into-your-workflow/

[9] https://joshbersin.com/2022/01/online-coaching-is-so-hot-its-now-disrupting-leadership-development/, www.betterup.com, www.coachhub.com;

[10] https://www.retorio.com/blog/what-is-ai-coaching, https://www.turing.com/blog/generative-ai-llms-developments

[11] https://www.unleash.ai/hr-technology/shrm-talent-acquisition-top-area-for-ai-deployment-by-hr-departments/

[12] https://hrexecutive.com/6-ways-josh-bersin-thinks-ai-can-superpower-hr-in-2024/

[13] https://fortune.com/2024/01/12/ai-playbook-c-suite-hr/

[14] https://clickup.com/blog/ai-tools-for-recruitment/

[15] https://www.forbes.com/sites/forbescoachescouncil/2023/12/19/how-to-improve-coaching-conversations-with-an-ai-chatbot/

[16] https://www.forbes.com/sites/forbescoachescouncil/2023/12/19/how-to-improve-coaching-conversations-with-an-ai-chatbot/

[17] https://www.continu.com/blog/ai-in-learning-and-development

[18] https://www.chieflearningofficer.com/2023/03/20/the-future-of-ld-how-ai-is-revolutionizing-talent-development/

[19] https://hbr.org/2023/12/talent-management-in-the-age-of-ai

[20] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9212136/

[21] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9212136/

[22] https://www.businesstoday.com.my/2024/02/13/which-will-lead-ai-or-human-creativity/

[23] https://www.shrm.org/topics-tools/topics/artificial-intelligence-in-the-workplace#s

[24] https://esmt.berlin/knowledge/will-ai-revolutionize-behavioral-change-executive-education

[25] https://hbr.org/2023/06/3-steps-to-prepare-your-culture-for-ai

[26] https://hbr.org/2023/06/3-steps-to-prepare-your-culture-for-ai

[27] https://community.macmillanlearning.com/t5/learning-stories-blog/why-ask-why-unlocking-curiosity-in-the-era-of-ai/ba-p/20010/jump-to/first-unread-message

Bibliography

AI market data: https://www.statista.com/statistics/1365145/artificial-intelligence-market-size/

https://www.semrush.com/blog/artificial-intelligence-stats/

Management development powered by AI: https://joshbersin.com/2023/07/management-development-powered-by-ai-betterup-connect/

https://extracoaching.com/uberisation-and-digital-coaching/

AI is changing the coaching landscape: https://www.linkedin.com/pulse/ai-changing-coaching-landscape-heres-how-prepare-simplycoach

AI enabled coaching is hot and there’s lots more to come: https://joshbersin.com/2021/07/ai-enabled-coaching-is-hot-and-theres-lots-more-to-come/

AI coaching apps for entrepreneurs: https://www.reddit.com/r/EntrepreneurRideAlong/comments/15o6o6p/5_ai_coaching_apps_for_entrepreneurs_that/?rdt=51194

AI chatbots: https://zapier.com/blog/best-ai-chatbot/

Can AI understand emotions?: https://telefonicatech.com/en/blog/can-artificial-intelligence-understand-emotions#

AI and coaching opportunities: https://coachingfederation.org/blog/ai-and-coaching-opportunities

5 AI powered coaching tools to start using in 2023: https://upcoach.com/top-5-ai-powered-coaching-tools-to-start-using-in-2023/

How AI can help stressed out mangers be better coaches: https://hbr.org/2023/06/how-ai-can-help-stressed-out-managers-be-better-coaches

https://hbr.org/2023/06/how-ai-can-help-stressed-out-managers-be-better-coaches

Coaching at scale. Josh Bersin (Inc. Cultivate): https://joshbersin.com/wp-content/uploads/2021/07/OD_21_06CoachingAtScale.pdf

Also, AI hiring tools may be filtering out the best applicants: https://www.bbc.com/worklife/article/20240214-ai-recruiting-hiring-software-bias-discrimination

Emotional Intelligence & AI: Human & Machine Learning Potential: https://www.linkedin.com/pulse/emotional-intelligence-ai-human-machine-learning-potential-begum-azyhc

AI powered leadership development: https://joshbersin.com/2023/07/management-development-powered-by-ai-betterup-connect/

AI coaching tips for entrepreneurs: Use of wave.ai and other apps. https://www.reddit.com/r/EntrepreneurRideAlong/comments/15o6o6p/5_ai_coaching_apps_for_entrepreneurs_that/?rdt=51194

Best ai chatbot: https://zapier.com/blog/best-ai-chatbot/

AI is changing the coaching landscape: https://www.linkedin.com/pulse/ai-changing-coaching-landscape-heres-how-prepare-simplycoach

AI enabled coaching is hot and there’s lots more to come: https://joshbersin.com/2021/07/ai-enabled-coaching-is-hot-and-theres-lots-more-to-come/

AI coaching apps for entrepreneurs: https://www.reddit.com/r/EntrepreneurRideAlong/comments/15o6o6p/5_ai_coaching_apps_for_entrepreneurs_that/?rdt=51194

AI chatbots: https://zapier.com/blog/best-ai-chatbot/

Also, AI hiring tools may be filtering out the best applicants: https://www.bbc.com/worklife/article/20240214-ai-recruiting-hiring-software-bias-discrimination

https://www.shrm.org/topics-tools/tools/toolkits/using-artificial-intelligence-employment-purposes

https://www.youtube.com/watch?v=H7G_bniyPtc

AI HR uses:

https://www.aihr.com/blog/ai-in-hr/

https://www.leewayhertz.com/ai-in-human-resource-management/

https://www.ibm.com/blog/artificial-intelligence-and-a-new-era-of-human-resources/

https://resources.workable.com/tutorial/artificial-intelligence-in-human-resources

https://www.simplilearn.com/artificial-intelligence-ai-and-machine-learning-trends-article

Lessons from a year in education

Introduction

As a new school year dawns, I wanted to share my learnings from being a K-12 substitute/supply teacher during the 2022-2023 school year. I hope this will be helpful to others exploring teaching and educating the next generation.

Last year, as part of a continuing interest in the education sector, I made a commitment to spend 1 day a week teaching in the classrooms of my local public schools, running the People Assured business in parallel.

Over the course of the school year, I taught at 13 different schools — elementary, middle, and high — including IB, Montessori and magnet schools, and an EBD classroom. While the curriculum, high teacher commitment and the technology were the common factors I experienced, each school day and each school was entirely different.

Much of what I do in business has an educational component, and I hoped that the skills I’ve gained through developing people, teams, and organizations would be complementary in an educational setting. Perhaps my over-exuberance to experience a wide variety of schools and subjects was a limiting and challenging factor, as almost every day felt like my first day in a new job!

I had gone in with the intention of ‘focusing’ on Math and Science, and perhaps PE — relative strengths of mine. However, sub-teaching is a matter of supply and demand and I quickly found myself signing up for Language Arts, History and Music.

I had been well prepared through a substitute teacher training course, including teacher shadowing, but nothing can fully prepare you for being handed the keys to classrooms of 25-30+ students from extremely diverse backgrounds and stages of learning.

So, what has worked for me? ...so far...

1) Plan ahead — as best you can

Reach out in advance to the regular classroom teacher, seeking to learn as much as possible about the topic(s) for that day/week. Teachers are very busy but the majority I reached out to were happy to share the lesson plan and classroom guidelines the day before I turned up — as well as how they handle classroom management. While you’ll know the grade level and subject(s) when you sign up, understanding what you are expected to teach, and how, before you arrive allows you to spend some time learning about the school and on building relationships with students
Have a backup plan if possible. Some lesson plans were brief, and I faced situations where students finished early (or said they had), so it’s good to have some generic material with you that might help you engage students if Plan A isn’t working
Ask if you’ll be expected to use the classroom technology and, if so, how you switch between the various monitors and screens. Often substitute teachers are given printouts, i.e., offline work, or students are given exercises on their laptops. If you can also access those online lessons, it gives you more chance to interact with students. It’s tough to learn new technology in a short space of time, but helpful if you can.

2) First seek to build a relationship with students

This is probably my biggest leaning point. During a day, you may meet over 100 students. As a substitute, unless we are a returner, we won’t know students’ individual learning needs, their personalities, how they are doing in the class, their backgrounds or lives outside school. That’s a lot to consider when you only have a small amount of time, but as teaching and learning success is influenced by student-teacher relationships, it’s important to prioritize how you engage with students

There is no fast and easy way to build relationships, but over the course of the year I found that some small steps can help:

Stand at the classroom door as students arrive and greet them. Not everyone will acknowledge you, but many will. You can also seek to take attendance at the door, so you have name exchange from the start
Get to know students interests where you can; ask open questions
Do your best to spend some time with each student
Have brain breaks. Movement can help students engage and aid learning
Leverage your life experience to enhance the materials e.g., give an example of something you know about the subject or have applied in practice
Be consistent in your approach as best you can
Show you care. Give choices and support to those who find things challenging or are acting up.

3) Seek to support everyone

Aim to teach the whole class. It can be easy for your attention to be drawn to students who are either very engaged or whose behavior may be challenging. By becoming more aware of my own behavioral response, I’ve learned how to spend more time with students who may say little, and could go unnoticed unless I adopted a more conscious, proactive stance to working with the whole class
Everyone learns differently. You may have strengths in one style of teaching but try and mix up spoken, written, visual, aural, and experiential learning — as well as individual and group work, online and offline.

4) Ask for help and guidance — and give feedback

Classroom management is a difficult skill and task, even for more experienced teachers. The classroom teacher may be able to highlight students who need extra help, have greater behavioral challenges and may be lacking in coping skills. In my experience, the more you can learn from and copy the routines, rules and guidelines applied by the regular classroom teacher the more likely students will respond favorably to you. By unknowingly deviating from the protocols students are used to, you are creating a disconnect to the way the class normally runs. Elementary schoolers, in particular, will be quick to put you straight — informing you of classroom norms.
You may receive information about student and class incentives, consequences, and rewards. It can be a lot of information to process but apply these the best you can
The introduction of a substitute teacher can often be a trigger for students to behave differently and test boundaries (differentiatedteaching.com). Offering students choices and sharing that you may need to call the front office can often be enough to quell a situation. Let the class know you’ll be giving feedback to their regular teacher. However, if there are student(s) who continually disrupt the class or whose behavior becomes uncontrollable it’s important to follow through and call (the front office) for assistance
Each state and school district will have policies for cell phone use; school administrators may apply variations. I experienced challenges in implementing cell phone policies, so I was mindful to ask teachers about their experience and suggestions for executing them
After class, provide feedback notes to the teacher so they know where you got to, where to pick up from, and provide feedback on behavior including positive mentions — and don’t forget to say thanks!

Finally, be kind to yourself. Stepping into a classroom is stepping into the unknown. The needs are great, and the demands are high, but so are the rewards — such as when there’s a learning “aha” moment with a student or group, seeing a student succeed at something they might previously have struggled with, or when a student waves to you upon your return.

I still have so much to learn from experienced teachers and other mentors; I’m grateful to all those who have helped me to date.

Bibliography

1. Goodman, S. (2015). The importance of teaching through relationships. Edutopia.org

https://www.edutopia.org/blog/importance-teaching-through-relationships-stacey-goodman

2. 5 reasons students misbehave for the substitute and how to prevent it. Differentiatedteaching.com https://www.differentiatedteaching.com/why-students-misbehave-for-the-substitute/

Habits of successful business partners (Part 2). What do leaders think?

Context

In my earlier research paper on Successful Business Partnering https://www.linkedin.com/pul e/habits-capabilities successful-business-partners ian-foster/ I presented a framework of partnering capabilities and behaviors.

This version adds leadership opinion on the partnering attributes critical for success, derived from confidential interviews with (27) business leaders from a variety of industries and functions.[1]

The feedback received centered on 4 themes:

Theme 1: Dealing with ambiguity
Theme 2: Emotional intelligence
Theme 3: Innovation, disruption, and agility
Theme 4: Climate — creating an environment conducive to partnering

Each theme is discussed in turn, emphasizing key points cited by interviewees using the language I heard. Names and roles are withheld to maintain confidentiality.

Theme 1: Dealing with ambiguity

The ability to lead, manage and influence in an ambiguous environment is seen as an essential partnering skill. Partners need to manage multiple expectations and competing objectives, and plan while remaining in the present.

Leader feedback highlighted the importance of:

Assertion

Asserting yourself to gather information to reduce ambiguity
Getting comfortable making decisions with more limited information, and with how decisions get made i.e., in a matrix

Big picture thinking

Striving to know what’s happening around you and being open minded – seeking others’ perspectives, and reading around the subject
Spotting patterns and trends and joining the dots
Reflecting on the short and longer-term consequences of decisions, balancing risk and reward

Understanding organization dynamics

Being able to balance the dotted line to the business and sold line to your function. Not being too easy, and not going native. Recognizing priorities and the stack of stuff you need to bring and execute

Mindset

Having a plan but expecting to adapt
Developing a way of thinking and acting that is highly collaborative — encouraging and listening to others’ views and opinions while valuing and providing your own unique perspective

Understanding and evolving your relationships with stakeholders

One’s entry point into a partnering relationship will vary. Your department’s history and relationship with another department may have been fraught, be seen as unimportant, or be new. These are important factors to consider as you embark upon new relationships

Emotional intelligence

Interviewees highlighted the importance of developing the skills to understand and manage your own emotions, and those of others.

The art of human interaction

People often focus on the process/science, but partnering is much more about the art (of humans interacting)
Work from the inside out. Understand what’s in people’s heads first. Reflect on their personality and leadership style
Be a translator. Take the time to read a room and seek to speak in others’ languages. Be a conduit of communication
The best partners are good at connecting with others. They understand that they first need to build a relationship by listening, understanding, and delivering. They figure out how to get stuff done, by knowing who to call, what to say, injecting urgency, and creating value.

Courtesy and empathy

Understand what others are experiencing and relate to their perspective
Make people feel heard and valued. Ensure that you listen and are inclusive

Develop multiple intelligences

Be quad deep in intelligences — business, industry, technology and emotional
Take the time to understand organizational dynamics e.g., power structure, governance/decision-making, history of the relationship with your function
Hire people who fit your chemistry and culture

Clear, aligned, and transparent communication

Have one team and one mission, vision and set of objectives
Transparency is important — clients and colleagues should never have to guess
Be a storyteller — don’t be silent

Innovation, disruption, and agility

I invited leaders to comment on what innovation meant to them and their organizations.

Curiosity

One leader discussed how intellectual curiosity, visibly demonstrated by their CEO in conversations with staff at all levels, had such a positive spin-off effect in their organization, by encouraging the same of others and making people feel truly valued

Creativity

Engage, but in a productive way. Disruptors are highly sought after in today’s business world, but they need to do it in a way that the organization will respond to
Look for people who can bring about positive disruption, e.g., who can think like an outsider, and can constructively challenge old assumptions. Introduce your team to business problems and opportunities to engage them, and to plant the seeds for innovation and the possibilities for disruption

Earning the right

Deliver the basics first. Show you can execute and provide a robust and continuous service. Earn trust then look to help innovate. Establish credibility by searching for the issues that are important to the business and work hard to address them

Agility

Have the mindset and approach of a product manager (value focus) versus a project manager (delivery focus). Be able to adapt and integrate quickly
Work like a venture capitalist — start and deliver something of value e.g., minimal viable product, and measure your results before requesting more time and money
People often need to able to wear multiple hats and demonstrate several competencies
Partners need to be able to orchestrate to get things delivered i.e., you will often have a mix of staff, vendor partners, and gig-workers, and need to engage all of them to get things done. This brings accountability
See experimentation, exploration, and hacking as a way of life

Facilitate innovation through your leadership behavior

Encourage robust debate and cross-pollination of ideas during team meetings

Be accepting of failure

One leader framed risk-taking to be about the ability to withstand and accept failure, and to seek the learning and growth that comes with it
Partners need to have this growth mindset, but so do their managers. To build resilience in your team, you need to provide strong support

Climate — Creating an environment conducive to partnering

Leaders emphasized the importance of a receptive business environment. Successful partnerships benefit from a (governance) structure and understanding that enables partnering. While a company’s best partners often find a way to succeed, it becomes much more difficult when your counterparts are resistant.

Leaders need to be able to clearly communicate the purpose of the partnering role or function, and ensure planned benefits are delivered to gain credibility.

Each partner will have a different set of stakeholders. Understanding the relationship history with each business unit and providing greater support to partners who have more challenging stakeholders is an important leadership task.

Having a connection: An enabling versus a disabling organization

One leader, whose organization is heavily involved in partnering, discussed how partnering can be hard to execute with some businesses. If a partner is wanting to get things done but feels like their business is ignoring them, they can feel like an imposter. They stated that their people who do best (with partnering) have the social skills, but also a business who wants to partner i.e., not wish to own or replicate the services they provide. They place those with the strongest partnering skills in the more challenging roles and listen to their feedback, to establish if the operating model or culture is holding them back
It’s also important to assess an individuals’ fit for partnering. People wanting to please can find aspects of the role challenging. One needs to be bold and sometimes say no. Some partners can get stuck. Ultimately, partners need the confidence and ability to bring others along who may have different agendas

Empowerment

Leaders need to create the conditions for partners to achieve their potential. Encouraging and supporting them in representing their interests, building a strong and confident voice, taking ownership, and acting on their own authority

Summary

While recognizing the importance of governance in promoting effective partnering, success ultimately depends on the skills and abilities of individual partners. A good partner will be a plate spinner, delicately balancing the demands of the home function they represent and the function they serve. Successful partners develop a clear understanding of the objectives, goals, and strategies of each function they serve, what they can offer, and how they can best influence and deliver value. They will have strong resilience skills, a good network, and a good support system.

Results help relationships, and relationships make it easier to achieve results. Partners need figure out their starting point and work from there.