Digital transformation is only as good as how it’s scaled
The belief in the power of diversity and inclusion, born in boarding school, coupled with a strong sense of ‘team’, have held strong throughout Peterson-Sturm’s career and especially when leading people through massive change.
She says that she’s learned how to lead through change from other great leaders, including some important mentors that served in the military. “In the military, people learn what it means to be a team in every sense of the word. And they understand that it involves a great deal of trust in each other.”
Peterson-Sturm applies this people first logic to the corporate world, especially in times of change, where people may be uncomfortable or even resistant.
“You need to earn the trust and maintain a collaborative relationship with the customers. The customers in this case are your colleagues, in all corners of the company.”
“In my experience, an expectation of a 10 times return was pretty common. The digital teams were steadfast to demonstrate this possibility, and the pilots backed it up. But the challenge remained in scaling the technology, and more often than not, it hadn’t reached the bulk of the colleagues in the actual business.”
For Peterson-Sturm, having the entire operation on board is a prerequisite to transformation success, no matter how great the ROI projections. She says that you have to be “customer-obsessed” with your internal users and put the power in the hands of the people.
“The goal is to be sticky and make the technology go viral in the company. You want the geologists and the maintenance teams talking about how they use the technology. You want to create user communities in the company. That’s success.”