Have you evaluated the properties of glues in your organization?

2025+ will be the defining year for many organizations to survive (level 1), sustain (level 2), and scale (level 3) in the dynamic digital /AI world.

In my conversations with CXOs, one of the biggest challenges I often observe is the gap in clear communication from the vision to the execution.

My simple recommendation has always been to start with a focus on the transformation + digital journey. I do this by first enabling and empowering the "Glues" in the organization with the relevant methods, insights, and skills. This is to help the "Glues" make the right, informed decisions, accelerating the process, and transforming them as #DigitalizationChampions to #BeFutureReady.

Who are the Glues?

Glues are the functional and operational leaders in an organization. The glue helps strengthen the bridge between strategic vision (top floor) and execution (shop floor).

Now, the bridge could be super strong or loosely assembled depending on the properties of the glue and the surfaces it is applied to.

The properties of the glues are nothing but the skills, and surfaces are the organizational layers.

The right properties can be achieved by developing the right skills (at the right time- along the transformation journey).

Unfortunately, most organizations either focus on strategic discussions and ivory tower ideas in the board room or fall deeply in love with technical pilots only to realize later that they were not addressing the relevant problems, but creating museums and collecting trophies all along- too late sometimes to even survive, forget about even sustaining and scaling.

I see this gap even among institutions of higher learning, both private and public, and technical institutions and business schools- they often miss addressing the properties required to create stronger glues relevant in the future dynamic digital world.

Have you evaluated the properties (skills) of glues in your organization?

As practitioners working with organizations on the transformation journey, powered by emerging technologies, we need to enable the following thought processes:

➤ 𝗪𝗵𝘆: do we need to go digital? Understand and define the organization's short, mid, and long-term vision. Identify how the organization needs to transform in the industry and market to survive, scale, and sustain in the future.

Communicate, and manage the culture, and enable the right organizational behavior.

➤ 𝗪𝗵𝗮𝘁: gaps to be addressed. Gaps that are impacting the organization's bottom line by optimizing the current processes (as-is), and innovating new models to improve the top line (to-be).

Break the vicious cycle of no innovation or pseudo-innovation.

➤ 𝗛𝗼𝘄: are we evaluating and mapping the technologies, and ecosystem partners to address end-to-end technical and commercially relevant solutions?

Scale ideas to industrialization, vertical and horizontal integration.

➤ 𝗪𝗵𝗼: will plan, develop, execute, and manage the journey. Setting up a digital program management office. The right structure and skills of a great collaborative team. How do the corporate, digital, and functional leaders need to orchestrate? How the HR and L&D professionals hire, upskill, retain, and reward talent?

Create an adaptive innovative ecosystem.

Align the Skills Transformation roadmap with the Transformation + Digital roadmap.

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Wish to discuss and review your 2025+ transformation journey and plans? Please drop me a note.