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Forbes
21-07-2025
- Business
- Forbes
Breaking Barriers In IT Operations: How To Adopt AI Change Management
Vice President—technology and innovation at SLK software, an automation company with three decades of experience in IT transformation. As stated in my previous article in this series, the integration of AI-driven intelligent automation into IT operations is revolutionizing the way organizations address inefficiencies tied to outdated systems and processes. In my article, I highlighted how this transition, much like the evolution seen in consumer-facing sectors such as banking and e-commerce, replaces traditional reactive support methods—like phone and email channels—with proactive, intuitive self-help platforms. Moreover, the adoption of AI-powered change management not only phases out legacy support structures, but it also empowers users while refocusing IT teams on high-value tasks. This shift can lead to streamlined operational costs and enhanced business outcomes, paving the way for a future where IT operations are defined by user empowerment and operational efficiency. In this article, the second part in my series on breaking barriers in IT operations, I want to focus on a specific example of how historical intelligence can help define transformation programs for change management. The Problem Of Password Reset Requests One of the most pressing examples I've seen of IT inefficiency lies in the domain of end-user access management. Despite advancements in self-service technology, this area continues to be a significant pain point for enterprises. Access management, particularly password resets, remains a highly reactive support service that burdens IT teams and frustrates users. Addressing this challenge requires examining not only your technological infrastructure but also the behavioral patterns and skill gaps of your user base. Before examining the intelligence aspect, let's consider common end-user requests for this support service—chief among them is a password reset. Most organizations now automate password resets and have established processes for routine changes, often using self-service systems. Despite educational initiatives aimed at teaching users how to complete this process on their end, users frequently prefer to call for help with resetting passwords. Consequently, enterprises must maintain phone support, often breaching SLAs on handling times and first call resolution. To understand why users are calling service desk agents rather than using self-service portals, we need to examine historical intelligence data. When looking at this data at my own company, it appears that a significant factor at play here is the users' lack of familiarity with the necessary technology. This issue becomes more complex if organizations have implemented multifactor authentication (MFA), which requires users to register their personal email addresses and mobile phone numbers and then install an app on their smartphones. Business users in sectors such as manufacturing, retail, healthcare, pharma and education seem to face challenges in utilizing these self-service channels. Consequently, both enterprises and service providers find it difficult to eliminate these channels and the associated ticketing that comes with them. Educating And Empowering Users From what I've seen in the industry, technology-driven transformation programs are overlooking this lack of skills among business users. But how can we address this lack of knowledge? One approach is to build out custom self-service portals to assist with the password reset process, including multifactor authentication aspects. This contrasts with the current method of redirecting users to generic self-service password reset portals. If you look at data from your tickets and transcripts from voice response systems, you can gather ongoing feedback on your processes, increasing your effectiveness down the line and targeting customer pain points in your custom solution. This could potentially lead to the elimination of some support channels, because users will be more empowered and productive. Another approach I've embraced is rethinking passwords entirely. Instead, you can implement password-less methods like QR codes and passkeys, which many consumer portals are now using. This approach starts with eliminating IVR (interactive voice response) and other channels first. Then, as these password-less approaches are implemented, users will be able to use self-help tools and download apps on their smartphones without the need for support. Overcoming Poor User Adoption Technology-driven transformation programs often fail due to poor user adoption. By analyzing intelligence and behavior patterns, these programs can be redesigned to achieve better results. This approach can help you overcome the barriers to intelligent automation that you face and eliminate outdated processes, leading to more efficient IT operations. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
21-07-2025
- Business
- Forbes
How's Your AQ? Why Adaptive Intelligence Is Key For Managers
If IQ reflects reasoning ability and EQ captures emotional insight, AQ is the capacity to adapt when ... More reality fails to align with our expectations. In a world where change is the only constant, our greatest risk isn't ignorance — it's certainty. Executives often pride themselves on their ability to recognize patterns and make quick decisions, grounded in hard-earned expertise. This may be valid in stable environments, but when the ground shifts — through technological disruption, changing consumer behavior or global shocks — those once-reliable patterns can quickly become traps. Faced with this dilemma, people often double down on past strategies precisely when they should be reexamining their long-held assumptions. Mental models — the internal maps we use to make sense of how the world works — can start acting as blinders rather than guides. This dynamic shows up across all types of organizations. But in the family-owned firms I work with and study, where identity, legacy and deep emotional ties run deep, the pressure to preserve tradition can make strategic shifts even more challenging. This is where adaptive intelligence (AQ) becomes essential. What is AQ? If IQ reflects reasoning ability and EQ captures emotional insight, AQ is the capacity to adapt when reality fails to align with our expectations. It enables us to detect when our assumptions, habits and beliefs are obsolete and update them accordingly. AQ helps us unlearn what no longer serves us and remain open to learning in real time. In the context of family business, this ability is vital. The stronger the legacy, the easier it is to become overconfident. And the longer a playbook has delivered success, the harder it is to discern when it's time for a rewrite. When traditions become barriers Our brains are built for stability. We seek predictability and use mental shortcuts to make decisions quickly. These shortcuts are efficient but naturally conservative. Once we develop a mental model — about a customer, a strategy or a market — we tend to ignore data that doesn't fit. Sometimes we even distort the information to confirm what we already believe. That's confirmation bias. In family firms, this tendency is frequently intensified by emotional attachment to the past. Narratives like 'this is how my father ran the business' or 'we've always done it this way' can create a sense of consistency, but they can also evolve into unexamined rules that limit innovation. The cost of certainty Consider a second-generation industrial firm built on product quality and long-term supplier relationships. This approach worked well for decades, yet as customer expectations shifted toward speed, digital convenience and sustainability, the leadership continued to lean on its traditional strengths. Younger family members pushed for change, but senior leaders dismissed their warnings. 'Our clients value relationships,' they insisted. 'They trust us.' By the time the higher-ups recognized the shift, more agile competitors had taken the lead. Their brand had lost relevance — not because they lacked effort or talent, but because they failed to question an outdated mental model. Building adaptive intelligence in your company The good news is that AQ can be developed. It's not a fixed trait but rather a mindset and set of skills that any business leader, regardless of the type of company, can cultivate. 1. Make the invisible visible Adaptability starts with metacognition — the ability to reflect on how we think. Ask yourself: What assumptions are shaping our decisions? Which beliefs are we treating as facts? What 'truths' might no longer hold? Family firms often operate under invisible rules around loyalty, authority and risk. By making these rules explicit, the leaders of family-owned firms are able to question whether they still support organizational strategy. 2. Practice intellectual humility AQ hinges on the willingness to admit, 'I might be wrong.' This humility must be modeled by leaders at all levels, particularly those with the most experience. Encourage open questions and respectful disagreement. Make it safe to challenge long-standing views — not to undermine tradition, but to ensure the company stays relevant. 3. Run 'what if' scenarios together Ask yourself tough, forward-thinking questions: What if our flagship product becomes obsolete? What if a digital disruptor enters our market? What if key family members clash over the future direction of the firm? These scenarios are not predictions: they're exercises. The goal is to stress-test your assumptions and prime your mindset for the unexpected. Simply discussing these possibilities together across generations and roles can reveal blind spots and highlight mental models that need updating. In many family firms, these conversations only happen when a crisis arises. Establishing the habit earlier sharpens your adaptive intelligence before you need it most. 4. Design for diversity Firms can unintentionally become echo chambers, especially when leadership is drawn from a narrow pool, as is the case with some family firms. To break this cycle, bring in non-family executives, appoint independent board members and encourage next-generation family members to gain experience in other industries and cultures. AQ thrives when we are exposed to different ways of thinking. 5. Redefine failure and success In many family businesses, failure is often seen as personal, like a stain on the family's reputation. But when mistakes are punished or hidden, innovation stops in its tracks. Instead, reframe failure as part of the learning process. Celebrate thoughtful risks and create space to share what didn't work, what surprised you and what was learned. AQ as a legacy skill The most enduring family businesses pass down more than equity and ancestry — they pass down a mindset, a commitment to adapt, to stay alert and to lead with both curiosity and conviction. Adaptive intelligence may not show up on a balance sheet, but it could be your most valuable asset. It safeguards against complacency and ensures that your legacy stays dynamic and relevant. Unlike your founding year or family name, AQ is something every generation must earn — by staying open to growth. By Álvaro San Martín, Chair of Family-Owned Business and professor in the Department of Managing People in Organizations of IESE Business School.
Forbes
18-07-2025
- Business
- Forbes
Why Organizational Agility Is Key For Digital Transformation Success
Tom Niehaus is Executive Vice President, North America, at CTG. It's clear the days of tidy, one-and-done digital transformation (DX) projects are over. The pace of change in technology and business isn't slowing down, and companies must stay ready to adapt, whether that means updating tools, adjusting workflows or rethinking how teams operate. This kind of built-in flexibility is what will separate companies that thrive from those that fall behind in a post-DX world where short-term transformation has given way to long-term digital agility as the key to unlocking sustainable competitive advantage. Even with major investments in new technologies, many organizations struggle to keep up and are unable to unlock the full potential of their digital tools. What felt innovative a year ago is now just the starting line. The challenge is no longer about buying the newest solution; it's about building a nimble digital structure and culture that can evolve. Why Technology Alone Isn't Enough A well-known McKinsey study found that 70% of digital transformation efforts do not achieve their goals. One of the biggest reasons? Organizations often focus too much on the tech itself and not enough on change management, specifically whether their people and processes are ready to adapt. Digital transformation initially involved adopting new systems quickly. Now, the focus has shifted toward digital agility, aiming to build capacity and capability for ongoing change. That's a big mindset shift and one that requires more than just a good IT roadmap. It's easy to fall into the trap of thinking that a new tool will solve everything. But repeatedly, we've seen that without the right foundation—clear strategy, team alignment and real change management—even the best technology will underdeliver. Digital change is hard. People worry about what's coming next, how it will affect their work and whether they're prepared. Without clear communication and support, these concerns can manifest in slowed or even stalled progress. A Practical Path To Sustainable Digital Agility Sustainable digital agility and the competitive advantage it enables require more than just adding more tools, although they are certainly a part of the equation. Rather, it's about making sure every part of the organization is aligned, prepared and able to keep evolving. Companies that commit to a smart, structured approach to change—including leadership, a focus on empowering people and adopting a continuous change mindset—are the ones that maximize the value of their tech investments to create real business impact. Here are three ways to build this kind of agility: When leaders talk about how tech drives business outcomes—not just system upgrades—it shifts the focus to what really matters: results. A major utility company we work with, for example, was upgrading its control systems, but instead of framing the project as a technical fix, leaders explained how it would help the company respond faster, operate more efficiently and improve customer service. This simple shift aligned teams and built stronger support across departments. To do this well: • Build business cases that show value beyond just technical benefits. • Establish cross-functional teams to ensure alignment throughout the project. • Track progress based on business-focused outcomes, not just system milestones. People won't adopt what they don't understand or find useful. Organizations that bring users into the process and make room for feedback tend to see smoother rollouts, higher utilization and better results. A utilities company we work with rolled out security-scanning tools at several plants, but instead of setting them and forgetting them, leaders invited plant operators to share feedback. This end-user feedback loop helped them fine-tune the system to improve daily workflows and avoid business disruptions. There are key steps that can help: • Use design thinking to understand what users need. • Create feedback loops so improvements happen during the rollout, not after. • Adapt the solution to fit distinct roles, teams and workflows. Big, sudden changes often overwhelm people and organizations. A gradual rollout lets teams adjust, build confidence and share lessons learned along the way that can be used to refine deployments to align with organizational tolerance for change. A healthcare system moving to a new electronic health record, for example, chose not to adopt a 'big bang' approach to implementation. Instead, it rolled out modules and capabilities step-by-step, offering focused training, adapting the system based on feedback and applying lessons from one rollout phase to the next. The result? A smoother transition, better adoption across the board and less impact on the patient population. Best practices to consider: • Start with modular rollouts so people can adjust gradually. • Apply change management practices customized for each group or department. • Provide 'at-the-elbow' support during initial implementation, followed by continuous training that evolves and aligns to new user needs as the project progresses. From Nice-To-Have To Must-Have Modern technologies will continue to shape how businesses compete. However, unless companies can leverage those tools to create meaningful value for their teams, customers and operations, they'll miss the mark. I can't overstate this enough: Competing and winning in business will increasingly demand a strategic shift toward digital agility. Only then will companies stop chasing every new tech trend and instead build nimble and resilient organizations that can learn, adapt and thrive in a world of constant change. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
08-07-2025
- Business
- Forbes
From Commitment To Action: Delta Air Lines' Skills-Based Transformation
Thanks to their robust approach to change management, Delta Air Lines has effectively translated their skills-first commitment to action across the large company. Hear from Ebony Thomas of Grads of Life and Brian Wright of Delta about what has gone into their impressive transformation. Getty As a growing number of companies embrace skills-based hiring and talent management, the model is both making headlines and attracting newfound scrutiny. As with many new ideas, the shift to skills-based is easier to describe than to implement. Many employers' enthusiasm about the idea outpaces the speed with which they can change their often-entrenched talent practices. That's what makes effective change management strategies such an important part of employers' skills-first transformation. And any talent leader interested in learning what good change management looks like should look at the work of Delta Air Lines. Delta depends on an intentional and thoughtful approach to ensure they have the very best employees to help connect and serve their more than 200 million customers each year. What sets Delta's strategy apart is their commitment to change management, which enabled them to translate their vision into concrete action — and results. Why Delta Was Ready for Skills-Based Transformation 'At Delta, growing our people has always been a top priority,' says Brian Wright, Director of Global Leadership, Learning & Development. 'Our skills-based approach is really about helping our people grow what they need and want to grow in their careers, move across the company, and perform at a high level. It's not just good for them, it's how we improve the customer experience, run a more efficient operation, and live up to our brand promises every day.' Three years ago, Delta expanded its talent development work by transitioning hiring and development practices to become skills-based. According to the initiative's mission, the goal was to shift 'to what you know from where you learned it,' building on Delta's existing commitment to create new approaches to developing and retaining talent. 'This was a natural transition for us, because we run the ultimate team sport. Delta people learn from Delta people every day, so this transition helped us break out of old assumptions about our peoples' experience and what they can do,' Wright explains. 'It opened the door to valuing real, demonstrated capabilities, whether that comes from a classroom, hands-on experience or somewhere in between.' What enabled Delta to make this transition so effectively was that the company already had some of the key building blocks in place to manage such a significant practice change: From Commitment to Action After its decision to transition to a skills-based organization, Delta made several big changes to put that vision into practice. The company removed degree requirements for over 90% of jobs, opening new career pathways for a broader range of candidates. The company also launched the Delta Analytics Academy, a partnership with Georgia State University, to train frontline employees in advanced analytics skills like data visualization, using platforms such as Python, SQL, and Tableau. This program not only equips participants with skills for more advanced roles but also provides a clear pathway for upward mobility within the company. Some of Delta's existing programs, including its Propel program for aspiring pilots and its apprenticeship program, complemented this work by providing other pathways for employees to gain skills to grow their careers. While great, these programs only served a small few of their over 100,000 employee population. In parallel, Delta introduced the Talent Hub – an internal platform that helps employees strengthen the skills that matter most in their current roles, explore skills they're curious about, and prepare for future opportunities. Whether improving customer communication or learning new leadership skills, employees are empowered to grow where they are and how they choose. Talent Hub is being designed to improve performance, elevate the employee experience, and support a stronger, more agile workforce across Delta. In tandem with launching Talent Hub, Delta is investing in AI-powered tools and platforms to personalize development and drive performance at scale. Delta is also currently enhancing Talent Hub with AI to recommend learning, skill growth areas, and internal opportunities tailored to each employee's role, goals, and skills and proficiency levels, creating a more intuitive, skills-connected experience across the enterprise. 'We're designing for performance and personalization at scale,' says Stephanie Asbury, Chief Talent Officer. 'That means giving every employee, whether you're on the ramp or work in revenue management, the tools to see where they are, grow where they want, and impact what matters.' Delta is also scaling coaching skills to its leaders, through 'Nadia,' an AI coaching platform enabled to help more effectively coach their teams, while modeling Delta's values. 'Nadia puts coaching in the hands of every leader in our business, even if they're 10 gates away from their desks,' says Asbury. 'It reflects how we want to lead – rooted in our values, digitally enabled, performance focused, and grounded in how our operation actually runs.' Beyond tools, Delta is building critical workforce skills to accelerate digital transformation and enhance the customer experience. These efforts focus on upskilling in areas key to designing and improving the products and services that matter most to customers. 'Delta's frontline employees have a wealth of experience serving our customers and understanding their needs,' said Allison Ausband, Chief People Officer. 'That depth of experience combined with modern technical skills allows our decision making at every level of the company to take meaningful action in response to what we hear from our people and our customers. That powers better results for our business so that we can continue to invest in our people.' Along the way, the team at Grads of Life was grateful for the chance to both learn from and support Delta's skills-based journey. It was a pleasure to leverage our tools and expertise to contribute to their impactful efforts. Leaning into the company's commitment to effective change management, our work focused on helping them implement their comprehensive talent transformation in the 'Delta way:' involving a broad range of stakeholders, working collaboratively, iterating constantly with deliverables, and developing tailored messaging for different levels of the organization to help them tell their story as effectively as possible. Of course, as successful as Delta's approach has been, the shift wasn't without its challenges. Some employees initially worried that focusing on skills might undervalue the degrees they had worked hard to earn, a common change management challenge among skills-first employers. By emphasizing that skills complement traditional credentials in decision making, rather than replace them, Delta was able to address concerns directly, maintain employee trust, and reinforce the importance of hiring merit-based, top talent to continue best serving the airline's global customers, communities and each other. 'Our slogan is 'Keep Climbing,' so our people know that success doesn't stop when you reach the destination – it's just the beginning. Traditional credentials show us the path you've taken and your commitment. Successfully demonstrating the skills you've learned – regardless of where you learned it – shows us you can perform, and performance is what drives our business,' said Wright. Delta's adoption of skills-based principles demonstrates how even large global companies, with a strong foundation and a thoughtful change management plan, can transform how they develop and recognize talent. 'This is how we create value: Investing in our people allows them to give the very best to our customers and drive business success,' adds Ausband. 'Our skills-based journey is about career mobility, yes - but it's also about building confidence, clarity and high performance in every role.' By drawing on the support of its leadership and a commitment to collaboration across teams, Delta is showing how large organizations can lead the way in building a more skills-driven, performance focused culture - where people grow, customers benefit, and the business thrives.
Fast Company
22-05-2025
- Business
- Fast Company
Change management: The missing link in construction tech adoption
Imagine walking onto a job site where you've worked for decades and suddenly being told that the tools and workflows you've trusted are being completely replaced. The promise is a digital transformation that will make your work easier, faster, and more efficient. But without clear guidance, training, and support, the shiny new technology can quickly become more frustrating than revolutionary. This disconnect between promise and practice isn't uncommon in the construction industry. Companies spend millions developing advanced tools but often miss a critical component in the rollout: a robust change management plan. As we push for digital adoption across construction, we need to prioritize the people behind the process, not just the technology itself. Despite construction technology offering tremendous potential, a significant barrier remains: the lack of change management. As outlined in a 2024 global survey conducted by Bluebeam, one-third of construction industry professionals report that lack of training, integration, and technical challenges are major obstacles to adopting technology. Our survey further shows that many firms struggle to achieve successful sustainability efforts or maximize the potential of AI due to insufficient training and support. THE ROLE OF CHANGE MANAGEMENT IN CONSTRUCTION It's a common mistake to assume that great technology sells itself. But in construction—a field built on tried-and-true methods—change doesn't happen overnight. Professionals across the industry rely on deeply ingrained workflows and processes, making the adoption of new tech challenging without the right support. Investments in change management are often overlooked in the rush to deploy solutions, but this oversight can be costly. Implementing construction technology requires more than delivering a product; it demands that leaders communicate, train, and help teams understand why a change is needed and how it will benefit them. Without these elements, even the most powerful tools may fail to gain traction. To put it simply: If people don't know how to use new technology effectively—or if they don't see its value—then it's unlikely to be embraced. THE PSYCHOLOGY OF ADOPTION: WHY RESISTANCE IS HUMAN To understand why change management often takes a backseat, leaders need to consider not just the economic realities of the construction industry but also the psychological forces at play. Human beings are creatures of habit, and the construction industry exemplifies this truth. Over years, professionals develop deeply ingrained workflows that feel reliable and efficient. These routines provide a sense of control and predictability in an industry often fraught with challenges like tight deadlines, unpredictable weather, and safety risks. When a new tool or technology threatens to upend these routines, it's natural for resistance to arise—not out of stubbornness, but as a defense mechanism against uncertainty. Psychologists refer to this as the ' status quo bias,' a cognitive tendency to prefer the familiar over the unfamiliar, even when the unfamiliar might offer better outcomes. In the context of construction, this bias is amplified by the high stakes of the work. A disruption in workflow can mean missed deadlines, increased costs, or safety risks, making workers and managers wary of changes that might compromise immediate goals. This resistance is not just psychological but deeply practical. Construction operates on thin margins, and success is often measured by immediate, tangible results. If a new technology disrupts existing processes—even with promises of long-term efficiency—workers may focus on the short-term risks to productivity and budgets. Our report underscores this dynamic, revealing that 72% of firms still rely on paper-based processes despite the availability of digital tools. This reliance isn't just about economics—it reflects the comfort and trust built around familiar methods, which new technology must work hard to overcome. Leaders in construction technology need to address these psychological barriers head-on. Change management must be about more than training; it must acknowledge and address the fears and concerns that naturally arise when long-standing habits are challenged. Effective strategies include not only explaining the 'what' and 'how' of new tools but also engaging with the 'why'—showing workers how these changes align with their values and make their jobs easier, safer, and more rewarding. By marrying the principles of human psychology with economic practicality, construction companies can pave the way for smoother transitions to modern tools. This approach recognizes that behind every technological shift are people, and their acceptance is the true key to meaningful adoption. A ROADMAP FOR EFFECTIVE CHANGE MANAGEMENT Successful change management isn't about one-time training or product updates—it's about a systematic approach that embeds the new technology into the workflow and culture. For construction technology providers, here are a few key steps to make change management a core part of every project: 1. Engage stakeholders early. When users are involved from the start, they're more likely to feel invested in the change. By gathering insights and addressing concerns before rollout, companies can anticipate challenges and build trust. 2. Prioritize customized training and support. Every construction team is different, and a one-size-fits-all training approach often falls short. Companies should offer tailored training programs and resources that meet users at their skill level, building confidence and buy-in. 3. Build continuous feedback loops. Technology shouldn't be static, nor should change management. Encouraging ongoing feedback helps providers refine tools to better fit real-world needs, creating a cycle of continuous improvement. By embedding these steps into every phase of a tech deployment, companies can bridge the gap between innovation and industry practice. This investment in change management pays off, as it leads to sustainable adoption and long-term value, ensuring teams are not only ready but eager to embrace new technology. If the construction industry is to truly benefit from the transformative power of technology, change management can't be treated as an afterthought. It deserves a central role in the conversation around construction technology. If we want to see innovation translate into results on the job site, it's time to respect the people behind the process. It's time to prioritize change management alongside development, making it a permanent part of the conversation.
