In 2013, as fast-emerging digital applied sciences and channels have been making a sea change in client product advertising, A.G. Lafley, then CEO of Procter & Gamble, acted to make sure that the buyer packaged items big wouldn’t be left behind. He appointed F.D. Wilder, considered one of this text’s coauthors, as world head of e-business and tasked him with driving digital transformation throughout P&G’s many manufacturers. The objective of this initiative was to develop and combine P&G’s digital advertising talents, e-commerce channels, and IT platforms — driving up gross sales, revenue margins, and money stream within the course of.
Because the e-business staff thought of this difficult mandate, it targeted on the digital advertising potential of P&G’s model and enterprise managers as a key enabler of the transformation. Sadly, the staff discovered that the literature relating to digital transformation tends to offer quick shrift to the aptitude of leaders: It focuses primarily on elevating the “digital IQ” of the workforce — that’s, the measurement of how a lot a corporation can revenue from digital and technological options.
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Digital IQ has its limitations as an efficient measure of potential, not the least of which is its robust emphasis on instructing and testing for generic vocabulary and data. But digital and different transformational efforts almost all the time require workers to work in new and unfamiliar methods. To make sure that they will do that new work, leaders should have the ability to assess worker potential by connecting it not solely to data and abilities but additionally to focused actions and efficiency outcomes. Solely then can they determine and activate pockets of energy within the digital potential of workers and isolate and remediate pockets of weak point.
Assessing the Dimensions of Worker Capacity
To evaluate worker potential, leaders have to determine the attributes of worker roles and convert these attributes into efficiency metrics. Then they want dashboards that can be utilized to trace and enhance these metrics, reminiscent of by crafting coaching applications and different interventions to deal with gaps within the talents of people and teams.
At P&G, the e-business staff recognized a set of key attributes that outline the digital advertising potential of the corporate’s model and enterprise managers. These 5 attributes have been anchored within the buyer’s digital journey and relate to the basic advertising funnel (discovery, consciousness, curiosity, buy, and loyalty).