Workday Podcast: What Pairs Well with Digital Transformation? Organizational Agility

Bob Evans, founder of Cloud Wars Media Network, shares his thoughts on why companies struggle with digital transformation, and what it means to enable organizational agility across your enterprise.

Josh Krist February 03, 2020
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What does a digitally transformed business look like? More importantly, how does it operate? If your business is already a disruptor, what should you strive for next?

Enter organizational agility at scale. It's a new way of operating and of doing business, one that recognizes that the goal of digital transformation isn’t to “get it done”—it’s to work differently.

Workday recently conducted a study of 998 business leaders around the globe, and found two very interesting things:

  • Companies that exhibit agility at scale excel in five key areas. 
  • There's a strong relationship between digital revenue growth and organizational agility.

To better understand the “why” behind these findings, I talked with Bob Evans, industry influencer and founder of Cloud Wars Media Network. He discussed what’s driving the “disrupt or be disrupted” imperative, and much more. 

Listen on SoundCloud: What Pairs Well With Digital Transformation? Organizational Agility

Listen on iTunes: What Pairs Well With Digital Transformation? Organizational Agility

Below you’ll find some highlights of what Evans shared with me, edited for clarity. You can find our other Workday Podcasts here.

  • “The first thing that a company needs to do is clearly define who they are, what they do, and  what markets they are focused on. It might seem very basic, but it’s extremely essential to the success of a company’s digital transformation. It makes it easier for organizations to identify where they can pursue new opportunities and ensure that leadership is aligned and focused on the same efforts.”
  • “Organizational agility isn’t just about efficiency, it’s about doing the right thing based on what your customers’ needs are. With the introduction of so many remarkable digital technologies, businesses are able to reorient what they do around exactly how their customers want to work and engage with them.”
  • “C-level executives have to understand that the traditional roles of the CEO, CFO, CHRO, and CIO have to be very different today, and organizational structure needs to be flipped around to deliver maximum impact in changing markets. Leadership must work in concert to move forward, and they must be willing to remake what they do and how they do it on a regular basis, otherwise they may get left behind.”

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