Unlocking the Bottlenecks of Digital Transformation Using ADKAR

A Case Study on a Multinational Corporation

Organisations, from small to medium enterprises (SMEs) and multinational corporations (MNCs), need to evolve to address the rapidly changing business landscape today. Digital transformation has become an ubiquitous term, as many organisations leverage on digital technologies to drive business results, innovate and make continuous improvements.

However, it is not uncommon to hit a roadblock even with sophisticated digital programmes and elaborate roadmaps in place. Digital transformation necessitates changes in business processes – policies, procedures and people need to change. The change of mindsets and behaviours can be a long-drawn process, with a multitude of variables coming into play that affects the speed of adoption.

MNCs face the added challenge of leading digital change across regional teams which each tend to have their own set of strengths, weaknesses and country-specific factors to grapple with.

The Case

One such MNC, with a regional-wide strategy that required restructuring in their Claims departments across Asia Pacific, encountered a bottleneck in their digital transformation as the speed of technology adoption as well as mindset and behavioural shifts differed across their regional teams.

In the transformation project, not only were there digitalised processes to be adopted, but changes to functional Key Performance Indicators (KPIs). These changes fundamentally altered the nature of the role of the Claims team – from that of a largely paperwork processing department to playing an advocacy role that affects the profits and losses of the organisation.

Even with an advanced digital programme that could be adjusted and implemented within a matter of a few days, weekly regional meetings and structured roadmaps, people were not supporting the project and adopting changes as quickly as desired. While efforts had been made from top-down to drive change, there was a missing gap in knowing if and why changes were being not translated downstream.

To quote the words of the Regional Head encountering a roadblock - “I speak to a townhall of 130 people. When they leave the room, I don’t know what they are thinking. I want to be able to stop talking for an hour and just be the sponsor of the programme.”

The Regional Head decided to engage our firm, aAdvantage Consulting, as third-party consultant to conduct a deep-dive management interview with CEO and Claims managers of regional teams to identify these missing gaps.

The Approach