Overall satisfaction with government services is falling—a decline that has migrated to the fields of technology and digital-focused services. Since the private sector has raised the bar on the customer experience, people expect government to keep up. For many, it’s a matter of trust—citizens who are satisfied with public service are nine times more likely to have confidence in the government than those who are not.

As I point out in my book REINVENT,  your customer isn’t what he or she used to be—in this case, the customer as citizen. Increasingly, people see no reason why public services should be more complicated than shopping online. They want to be able to find the most relevant services easily and quickly. They want information in clear and simple language and expect to complete all transactions via digital channels—ideally, through a single digital journey rather than repetitious, scattered experiences.

In effect, the expectations and even demands of most every stakeholder involved have shifted and sharpened. To meet those expectations, governments should explore new service and interaction models that are both modern and integrated—in effect, a transformation.

This white paper examines the innovation challenges and opportunities inherent in public service transformation, with particular emphasis on the use of artificial intelligence, cloud computing, Zero Trust Architecture, and the overall value of service optimization. In particular, steps to implementing each of these components are also addressed based on my award winning #1 The Wall Street Journal best-selling book REINVENT (published by Fast Company Press in association with IMD – International Institute for Management Development).

The post REINVENTING GOVERNMENT — A WHITE PAPER appeared first on FaisalHoque.

Faisal Hoque
Fast Company Press (2023)
ISBN: ‎ 978-1639080427
Reviewed by Ephantus M. for Reader Views (05/2023)

“Reinvent: Navigating Business Transformation in a Hyperdigital Era” is a sturdy business handbook by Faisal Hoque, that intends to help industries speed up digital transformation for increased efficiency and greater business agility.

Hoque has been greatly troubled by the increased number of business managers and leaders who carry a distorted view regarding technology, and who have failed to change their traditional methods to meet the evolving needs of the market and business environments. He nevertheless hopes that by the end of the text, they will be able to comprehend how technology can make their companies remain competitive, connect to clients smoothly, contribute to data-driven decision-making, and enhance the consumers’ experience. He has adeptly proposed quick digital reinventions for all businesses because it is no longer a business technique but a requisite consideration in a fast-evolving world.

The Covid-19 outbreak has been cited to have forced almost all businesses to reorganize their personnel, functions, and mechanisms, with many consumers opting to shop online, a phenomenon that heightened the need for updated technology in companies. As Hoque is quick to mention, reality had finally hit many organizations- digital shopping was here to stay. This fact has stood true in a manner that begs more attention to the ever-changing landscape of industry.

As readers will come to discover, the journey to digital reinvention can be very difficult when attempted without property-tested practices. This is the kind of realization that appreciates Hoque’s efforts in teaching new ideas and concepts, in addition to practical step-by-step strategies that can enable organizations to reap the incredible benefits that digital conversion has to offer.

“Reinvent: Navigating Business Transformation in a Hyperdigital Era” is conclusively a five-star business resource that always comes back to its central topic with the turning of every new chapter. It brims with well-matched case studies that bring the how-to’s to life, making it a trustable and practical title that one will want to keep reading, even though they have things to do and places to be.

[Original review can be found here.]

The post “REINVENT Is Conclusively A Five-Star Business Resource.” — READER VIEWS appeared first on FaisalHoque.

In clear and fast-paced prose, the guide describes the seismic changes represented by things like digital transformation, artificial intelligence, and machine learning—always stressing that such developments are inevitable and potentially hugely valuable but also complex.

Transforming business, he writes, “involves a great deal more than unplugging this and plugging in that.”

Rather, it paradoxically has less to do with the technology than with the culture of the organization itself.

The post “A Discussion of Organizational Transformation That Goes Beyond Quick Fixes.” — Kirkus Reviews appeared first on FaisalHoque.

“REINVENT is a forward-looking, informative business guide that details the essentials of digital transformations.”

Faisal Hoque

Fast Company Press (Jul 4, 2023)

Hardcover (304pp) 978-1-63908-042-7

Clarion Rating: 5 out of 5

Faisal Hoque’s manager’s guide Reinvent is about helping companies into the hyperdigital modern era. Companies that hope to remain relevant, Hoque says, must eschew the status quo. But with its suggestions for navigating digital transformations to meet the demands of the contemporary marketplace, his book stresses that reinvention is about more than just adopting new technology. It also requires the reevaluation of established procedures and patterns of thought, Hoque says, which can become calcified over time. Thus, Hoque outlines how companies can reimagine their operations to fuel growth.

This orderly, sequential book begins by making a general case; it then names the steps that are necessary when it comes to updating a company’s mindset. In its final section, it breaks down its comprehensive central acronym, LIFTS (learn, investigate, formulate, take off, and study); this process involves the planning and execution of complete operational overhauls, and Hoque strives to take the guesswork out of this daunting ongoing task.

Evidence arises throughout the book to support its recommendations, as with examples of changing consumer behaviors and employee priorities, with the identification of potential obstacles, and with forecasts for the future. The chapters end with summaries of their key points. Frequent graphics make Hoque’s data more digestible, as with a representation of the dimensions of information orientation, and with an illustration of the sense-and-respond cycle.

The book uses accessible terminology to convey its complex ideas. There is some corporate jargon involved, but it is often familiar, as with references to synergy between silos. Indeed, the prose throughout is direct and clear. Its analogies are apt and evocative, as when it compares organizational transformation to navigating the subway system and always having to hop into another stop.

Transformation is a process that never stops, Hoque says. His book uses judicious examples to illustrate this process in action and supports them with citations of news articles, surveys, and academic studies (from weighty sources like Harvard Business Review, the international professional services network Deloitte, and the BBC) that make its takeaways more credible. And its final thoughts have the flavor of a pep talk, reflecting on leaders’ roles within their organizations, work cultures that prioritize technology, and the value that each company provides. Its parting advice is substantive.

Reinvent is a forward-looking, informative business guide that details the essentials of digital transformations.

Reviewed by JOSEPH S. PETE (May 4, 2023)

[Original review can be found here.]

The post “REINVENT details the essentials of digital transformations.” — Foreword Clarion appeared first on FaisalHoque.

“An inviting, in-depth guide to transformational leadership in a world of continual change.”

Review

The post “Illuminating Guide to Digital Transformation for Business Leaders.” — BookLife by Publishers Weekly appeared first on FaisalHoque.

Organizations of all types have shredded hundreds of millions of dollars on poorly planned and executed swipes at transformation.

BY FAISAL HOQUE 

Organizational transformation with a significant digital presence is like navigating a major city’s subway system. You get on one train, only to get off at the next stop and board another. And so it continues. But, unlike a hapless visitor clinging to the hope that the next leg will be the final one, you understand that your trip is never really going to end.

Organizational transformation is a journey that never stops. It’s up to you to keep steering in the correct direction. Accordingly, staying on the right course with your organizational transformation mandates your continued evolution as a leader as well.

A successful transformation is certainly a testimony to your leadership skills. Not everyone can help devise, implement, and motivate to the level required by sweeping change—the steep failure rate attests to that. And, as an accomplished leader, you’re well aware that meaningful change can’t possibly take place without equal conviction and energy from everyone on your team. Acknowledged inclusion is everything. But the challenge is by no means over. As you and your organization move forward, so too must you continue to hone, sharpen, and, if need be, change elements of your leadership. Your organization isn’t what it was yesterday—and neither should you stay the same. Organizations of all types have shredded hundreds of millions of dollars on poorly planned and executed swipes at transformation.

 

Although the reasons for those pervasive missteps can vary, one undeniable mistake has to do with finances—an organization’s failure to view investment technology as an ongoing factor in the overall direction of the organization. Below are eight lessons every leader must embrace if they want to avoid the same misfortunes:

Original article @FastCompany.

[Photo: Rawpxiel]

The post 8 Lessons Every Leader Must Embrace During An Organizational Transformation appeared first on FaisalHoque.

Author Faisal Hoque is not only a writer who understands business but one who understands people, and it’s the partnership of mindset and framework that really sells this incredible book.

BOOK REVIEW

[Original review can be found here.]

The post “REINVENT Is A Fantastic Read That Will Surely Inspire.” — Readers’ Favorite appeared first on FaisalHoque.

[This article is adapted from the book REINVENT  (Fast Company, 2023) by Faisal Hoque.]

The sort of sweeping digitally-based reinvention made possible by the Fourth Industrial Revolution is bursting with technological possibilities—potential that can effectively reinvent your entire organization.

But to achieve that goal, it’s essential that the optimal form of leadership be in place.

That only makes sense on any number of levels, beginning with the impact of shared commitment.

Leadership alignment and consistent commitment are critical to the success of digital transformation. Imagine a scenario where some members of management disagree or, at the very least, doubt the value of pursuing a digital reinvention. Not only can that prove problematic from the outset of the process, but persistent doubts and skepticism can also crop up later, impeding progress at a number of points. Just as destructive, that vibe can also drift down to others in an organization, effectively spreading doubt as well as confusion.

That’s a sensible first on the list of issues to resolve—making certain that leadership is consistent and sincere in their commitment to reinvention. Don’t rush the process. Hitting the pause button to ensure that leadership is aligned before embarking on a digital journey is far more constructive over the long haul, as opposed to jumping in and hoping that the skeptics simply come around.

Consider the dynamic of change as well when it applies to leadership. The current view of today’s leadership was developed to address the challenges of the Industrial Revolution more than 200 years ago. There was no talk of employee well-being, no discussion as to where employees would actually work (the factory or you might as well stay home), no interaction with customers as to new products or services and little or no attention paid to how the public viewed business ethics. Rather, it was pure hierarchy—as things needed to be done, orders were handed down and followed. Simple and authoritarian. An eighteenth century version of “My way or the highway.”

That approach doesn’t fit the shifting, evolving workplace driven by change. If nothing else, the physical reality has been utterly reinvented. Rather than factory floors buzzing with overall-clad workers, today’s workplace has been remade into an array of individual specialized departments, technology that evolves seemingly by the minute and a workforce which is increasingly offsite.

That, in turn, demands new leadership. Here are some additional items to consider to help ensure that the right form of leadership is in a position to drive reinvention:

Move away from a focus on management and toward one of leadership. The day of merely barking orders went out with rumble seats. It’s imperative to offer vision and support through a number of avenues rather than merely handing down directives. In so doing, a leader can drive disruption, help that disruption grow and flourish, and instill a similar sense of possibilities with colleagues, teammates and everyone else in an organization.

Truly understand what’s involved. As I mentioned in my book REINVENT, studies have suggested that only a small fraction of executives grasp what is necessary to achieve transformation that’s consistent with shifts in their industry and markets. It’s critical that everyone within an organization—leadership and others—have a solid grasp of what certain tools and practices actually involve.

That begins with understanding the distinctions between three terms relating to digital transformation—digitization, digitalization and digital transformation itself. You effectively have a choice among all three as to which particular strategy to pursue, so it’s critical to understand the differences:

• • Digitization: The most limited of the three, digitization is the process of converting information contained in physical documents from analog to digital. Simple and straightforward.
  • Digitalization: This involves leveraging technology to transform existing business models, thereby allowing organizations to use data in a more meaningful and comprehensive manner. It’s something of a step up from digitation.
  • Digital transformation. Digital transformation is the most meaningful step in the digital journey. In so many words, digital transformation is all about changing the way you run your business by reorienting existing processes within a new digital avenue. It’s revisiting and reinventing everything that takes place, from internal systems to customer interaction.

A clear understanding of those three primary choices can help leadership not only choose the level of change that works best for them, but to fully understand what needs to be done in each case.

Help promote a digital mindset. No matter the ultimate objective, leaders are ultimately charged with fostering a mindset that effectively supports whatever initiative, project or effort may be involved. That, in turn, highlights the value of developing a digital mindset. This can effectively involve a complete makeover of how everyone within an organization approaches work, problems and challenges. Components of a digital mindset include:

• • Walk the walk. Make certain that leadership conveys a confidence and understanding of transformation and that they live it as much as anyone else.
  • Keep the rest of the organization engaged and informed. Make certain everyone is up to date and fully understands what’s taking place.
  • Emphasize collaboration. This involves managing people in a way that crosses practical and organizational lines. The key word in that prior sentence is manage, not control. Collaborative leaders employ influence rather than the authority of their position to encourage, align and inspire people to perform at their very best. It’s a sense of shared purpose.
  • Embrace experimentation. Promote a climate where it’s OK to make mistakes that ultimately lead to growth and progress.

Lastly, make sure you’re building a culture that lasts. A culture with solid long term prospects is characterized by everyone thinking proactively about how sustainable practices can be implemented in their teams and departments. What seems to be consistently effective in what they do? If it’s not, what can be tweaked to bolster sustainability? Look to the long term, not just the immediacy of the moment.

Reinvention means much more than plugging in new technology and flipping the switch. Leadership needs to be every bit as new and evolved to ensure that reinvention develops in a way that’s most advantageous to the organization as well as its people.

© 2022 by Faisal Hoque. All rights reserved.

The post Leadership Imperatives For Digital Transformation appeared first on FaisalHoque.

[This article is adapted from the book REINVENT  (Fast Company, 2023) by Faisal Hoque.]

An old cliché holds that nothing worthwhile is ever easy to achieve.

While something of a catchphrase, that’s undoubtedly the case when it comes to the challenges of transforming your business.

For one thing, the implications of transformation are far more comprehensive and impactful than they used to be. This is not merely a case of deciding to use a new software accounting program or updating your fleet of vehicles. This has to do with most everything your organization does and stands for, from the way work is performed to where that work actually takes place.

Moreover, the odds for missteps and even outright failure are significant. For instance, a Harvey Nash/KPMG CIO Survey pointed out that only 18 percent of companies rate their use of digital technology as “very effective.”  Other research points to a similar conclusion—reinvention is a decidedly tough nut.

That makes a thorough understanding of the varied challenges of transformation central to a successful journey toward an utterly new, more prosperous organization. Here are a few things to bear in mind:

Lack of top tier commitment. If the leaders aren’t fully on board, chances are others throughout the organization are likely to follow suit. If need be, take extra time to align leadership commitment and support. For instance, the more you can delineate benefits—higher profits, greater employee retention, to name just two–the better the chances of gaining management buy-in.

Take your time. Continuing the cliché parade, Rome wasn’t built in a day, and neither will your digital transformation. Set a reasonable pace to ensure support as well as the necessary steps to actually implement reinvention changes.

Establish clear objectives. Fuzzy promises such as greater efficiency and flexibility are fine up to a point—they can become problematic if that’s all you’re talking about. Instead, make sure that your goals are straightforward and easy to grasp. As I cite in my book REINVENT, try using the principle embodied by the acronym SMART:

• If you’re hoping to achieve savings goals, where?
• What yardsticks are in place to measure savings?
• Is the plan aggressive but reasonable? An insurance company that dreams of cutting its underwriting costs in half within a year’s time is experiencing just that—a fantasy. However, the goal of a 20 percent reduction achieved systematically over a five-year period is not only more reasonable, but also engenders greater overall confidence.
• Why do you want to save all this money? Will it be redirected back within the company to improve employees’ work lives?
• Time-Bound. Not just how the entire process will take, but also benchmarks along the timeline where significant progress can be marked—yet another form of encouragement to everyone to stay the course.

Understand that change can be intimidating. What seems like a sweeping, exciting form of transformation to one person may terrorize another who can only foresee widespread disruption, uncontrolled activity and even chaos. Begin by employing complete transparency—if there’s risk involved, talk about it, but just be sure to address how you’re specifically going to try to mitigate possible downsides. Look to other organizations for reinvention challenges and how they dealt with them.

Emphasize the necessity. It’s essential to help anxious colleagues understand that transformation is no longer an attractive option but absolutely essential—critical to growing and even surviving in a market in which competitors across the spectrum are considering or have already embarked on such reinvention. However unnerving to some, it’s an environment where the question boils down to transform or deteriorate.

Avoid undue emphasis on just the technology. Even those who are fairly distanced from technology can be drawn into the allure of it. All the shiny new equipment, not to mention the possibilities that it can engender, make it very easy to get caught up in technology for technology’s sake. But, at the end of the day, it is the people impacted by all this technology that really matter. Think about how will they be affected by all this change. Take them into account when it comes to deciding the elements of the transformation

Don’t understate the impact of culture change. Don’t assume, as many organizations do, that once there’s new technology in place, the entire transformation is complete. Not in the least. Digital transformation actually has relatively little to do with the technology itself. Rather it’s about the organization itself—how adaptive it is, how comfortable it is with flexibility and how ready it is to shed habits and mindsets of the past in favor of new, more applicable ones. Using some of the strategies outlined above, communicate the pervasive impact of all that’s new—change that goes far beyond new tools and tech. Emphasize whatever training and education may be needed to strengthen culture recognition and acceptance

Understand that it’s a journey with no real end point. Transformation is never a one-and-done proposition. There will always be new things to learn and new challenges and opportunities, not to mention an ongoing flow of new technology itself displacing what came before it. Adjust your attitude to this more malleable mindset and you’ll skirt the mistake that everything’s finished and you can just sit back and relax—as you watch your competitors who recognize a much longer timeframe are busy putting the distance between themselves and you. Make sure you’re ahead of them and not the other way around.

© 2022 by Faisal Hoque. All rights reserved.

The post Overcoming The Challenges Of Reinvention appeared first on FaisalHoque.

IoT isn’t something you can ignore and hope that it just goes away. The organizations that will take the time to apply IoT to gather data, analyze it, and turn it into actionable insights will gain a competitive advantage over those that don’t.

From smart inventory control sensors, to smart appliances that factory safety, to devices that control workplace systems, the Internet of Things (IoT) and its interconnected ways are rapidly making their way into our work.

By 2020, the number of Internet-connected “things” is expected to reach 50 billion. And even with those astounding numbers, the low-hanging fruit of IoT has yet to even be picked. In fact, experts say that just 0.06% of all devices that could potentially leverage IoT are actually doing so. That means that the remaining 99.94% are ripe and ready for optimization.

By bridging the gap between the physical and the digital world — mainly through the use of sensors and actuators — IoT is helping all of us all work smarter, better, faster, and more efficiently. That’s because IoT gives companies dozens of new informational “touchpoints” real-time.

Sensors can be put on practically anything. For example, a tractor-trailer that’s moving over the road and filled with perishable goods can be equipped with sensors that report back to headquarters. If the temperature in the truck increases by just 5 degrees, the issue can be quickly mitigated. Consider the following few examples:

No more “turning the lights out” when you walk out of a room. Large commercial buildings use a lot of energy, with retail, office, education, healthcare, and lodging consuming the most electricity and natural gas, according to the U.S. Energy Information Administration.This presents a huge opportunity for IoT-driven devices that use sensors to turn lights off automatically, change the thermostat when no one’s in the room, or even boot up conference-call hardwarea few minutes before a meeting starts. Through these smart sensors, companies can not only save money on their energy bills, but then can also reduce their carbon footprints and reduce pressure on employees to “turn the lights out” when they leave an empty room.

Big Brother-like monitoring of device usage. The influx of mobile devices in the workplace has been both a blessing and curse for the companies that distribute, track, and maintain them. Where just five years ago a company-issued cell phone was pretty much untraceable, mobile device management (MDM) enabled by IoT has put the power in the hands of the companies that are doling out those devices. For example, the devices can be controlled and managed remotely, thus adding new levels of security and administrative control. Should a device go missing, it can be locked down and wiped clean before anyone gets their hands on its data.

Solutions that tackle the “big data” monster. We’re producing more data than ever — roughly 2.5 quintillion bytes of data every dayto be exact, or just enough to fill 10 million Blue Ray discs. This proliferation has made understanding big data and figuring out how to leverage it important charges for companies across all industries. Many of those firms will turn to IoT products to help them tackle the big data monster. A company with multiple data centers can use IoT-enable sensors to not only monitor their facilities, but also to automate tasks like provisioning.These sensors and their connected technologies will also help companies ferret out the data that’s actually actionable.

Where Should You Begin?

IoT allows us to rethink our workplace. “IoT has the potential to transform the way companies make products, track goods and assets in the supply chain, monitor the performance of systems in the field, provide security for employees and facilities,” HBR notes,“and provide services to customers.”

All that starts with self-examination. Start by taking these steps:

Identify your organization’s vision.Don’t just layer on IoT for the sake of it. Make it a part of your firm’s larger vision for success. If the devices you’re investing in don’t provide value and don’t align with that vision, then move onto something else.

Ask yourself the tough questions.How can your business operations be automated? What key pain points with IoT help solve? How can it be used to, say, offset the labor shortage? And, which IoT components (e.g., predictive analytics, preventative maintenance, metering/measurement, etc.) will best address these and other organizational issues?

Develop a viable business use case. Look at connected operations (sensors or devices linked to a network), remote monitoring, asset management, predictive analytics, preventative maintenance, and other IoT-supported use cases that will help your company work smarter and faster. Do your homework and come up with specific ways that these technologies can enable a smarter, more connected work environment.

Still in its relative infancy, IoT aims to create a faster, better and in more innovative workplace. It’s not something you can ignore and hope that it just goes away. The organizations that will take the time to apply IoT to gather data, analyze it, and turn it into actionable insights will gain a competitive advantage over those that don’t.

The assumptions you’re making about the future are embedded directly in the way you’re doing things right now. Closely reexamining your existing processes can make it easier to see the type of future that your current strategy assumes you’re heading toward.

Copyright © 2018 by Faisal Hoque. All rights reserved.

The post How Interconnected Devices Are Re-Shaping Businesses appeared first on FaisalHoque.