Employee Experience has become a buzzword.  It is commonly used that many of us do not pay any attention when it is mentioned, which is mainly in the context of an HR exercise. How relevant is this to a P&L owner and Digital Transformation Leader?

The accounting profession is one built on legacy assets, working both to its advantage and disadvantage in this time of mass disruption. Problematically, new technologies have introduced new capabilities to the profession and to clients, rendering obsolete the legacy assets upon which a historical advantage has been built. 

It is very easy to invest in Digital, but the reality is that many companies do not see the required returns. The problem is a lack of prioritization against the right criteria. “Let’s just build an app”, “Let’s have a chatbot” – are just some of the things we hear all the time.

Companies are often victims of their own success. They develop a set of structures and processes that work and generate profits. As the company grows, these structures and processes become ‘set in stone’ and hard to change.

An effective digital learning strategy needs to address issues such as the ever-shorter shelf life of knowledge, keeping the workforce motivated to learn, and balancing the impact of time spent away from work.

In this article, we break down the key requirements of Digital Literacy across the workforce, specialized capabilities, and soft skills that organizations need to build, buy and borrow to succeed in this Digital World.

Surprisingly to leaders who are seeing their efforts at digital transformation stutter and stall, the challenges that usually slow transformation are not technology, but people issues. Culture (which drives mindset and behaviors) plays a key role in successful digital transformation.

How well is your company’s leadership tuned in to the disruptions around them? A lack of digital vision at the highest leadership levels can be fatal, as the demise of one-time video giant Blockbuster demonstrates.

Many find the pace of projects designed to make them more digitally adept and agile to be excruciatingly slow. Why doesn’t all this technology fall conveniently into place? It’s not because of technology. It often fails because of things fundamental to our organizations - the people.