Digital transformation can become a key driver of an organization’s operational agility, increasing speed-to-market, promoting leaner processes, and improving employee engagement and productivity.
A Wall Street Journal article points to a survey of C-Suite leaders who indicated that digital transformation risk is their #1 concern in 2019. Companies that manage this transformation effectively thrive, while others who fail to adequately adapt to the changes required for technological evolution will quickly find themselves falling behind.
Successful digital transformation
At Wolters Kluwer, strategic planning, solid execution, and embracing change through innovation have been the story behind the company’s successful digital transformation over the past two decades. Today, 91% of its revenues come from digital services.
Rogier Krijgsman, Global Director of Digital Transformation in Wolters Kluwer’s Global Platform Organization, expands on the importance of people and having a successful change mindset, especially related to change associated with digital transformation: “It's not just about young talent, the team also includes authors that have been with us for years and who are open to change... together, we can make a difference for the customer.”
Attracting, and engaging a diverse, adaptable workforce has been a key focus of human resources at Wolters Kluwer. A short while ago the HR department recognized the need to keep pace with the company’s own overall digital transformation and took on the challenge to drive an HR digital transformation.
Successfully transforming human resources – Through people and strategy alignment
Maryjo Charbonnier, Chief Human Resources Officer, Wolters Kluwer, was recently recognized as the CHRO of the Year 2019 by CHRO.NL in large part by taking cues from the company’s successful transformation to a digital products and services provider and feedback from our employees, both strategically essential to driving successful change and delivering on operational agility a key pillar of the business strategy. Charbonnier’s interview in CHRO.nl outlines the intentional approach that made this rapid change successful.
“The voice of our employees [helped] to shape the change,” says Charbonnier. “Through our employee engagement survey, we learned that they expected us to be more agile as a company, needed better tools and resources to do their jobs, and wanted to develop their skills and careers.”
Charbonnier continued, “We began by globalizing our talent and performance management processes and introducing a global system for them. This created more transparency and collaboration between managers and employees to better deliver on individual goals aligned with our business strategy.” At the same time, over 2,500 on-demand educational courses and learning resources to develop employees’ skills and careers were made available to all employees globally.