Roadmaps are crucial to the success of digital transformation projects. But they’re misunderstood, and often misapplied. In many cases, companies don’t have a roadmap at all! Where they do, it’s often not doing what it should for them.
Roadmaps are crucial to the success of digital transformation projects. But they’re misunderstood, and often misapplied. In many cases, companies don’t have a roadmap at all! Where they do, it’s often not doing what it should for them.
Over the past several years, I’ve tried to put my finger on why leading transformation feels a bit different than other leadership roles. In the area of transformation, leaders are often the primary change agent and don’t have others inside their organizations to turn to for advice.
In the classic Road Runner cartoons, you often see this when the Road Runner starts to run: His feet start moving, but the bird himself stays in place.
Don’t you love unexpected bonuses?
It doesn’t have to be anything big. The parking meter that still had an hour on it when you parked there. The pizza in the break room on a day you didn’t have time to pack a lunch. The dollar bill someone used as a bookmark in the library book you checked out. The canceled late-evening Zoom meeting that gave you time to read a story to your child.
One of the words that came up frequently in my early digital career was “optimize”. We were always optimizing web content for keywords to improve search engine results and rankings. We optimized experiences to increase conversion of site visitors.
An old story about corporate culture runs something like this:
A consultant gives a seminar about corporate culture and the benefits of having a positive, supportive culture that encourages collaboration, open communication, innovation, and other goodies. Afterwards, a CEO is overheard to say, in all earnestness, “I want one of those cultures, and I want it Monday morning!”
