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Digital transformation is the most important investment that organizations can make to drive enterprise value. Thats according to 68% of 1,600 business leaders surveyed by Deloitte. And while I largely agree with their thinking, I would take things one very important step further. In my six years as CEO of Argyle, a technology company whose existence hinges on other organizations willingness to digitally transform their income verification process, I have learned this: A transformation that prioritizes the needs, skills, and experiences of the humans operating the technology being adopted is the key to long-term success. Consider the users Some call it taking a human-centered approach. I call it common sense. The point of automating business processes is to improve performance and drive efficiencies that allow humans to focus on tasks they do best. So it stands to reason that setting a digital transformation strategy in a vacuum and imposing technology on employees will fail at best, and backfire at worst. I say this with experience. In our earliest days at Argyle, we were heads down building out an infrastructure that didnt previously exist. We focused on the functionality of our platform and its output because we had to get to market and prove we had a viable product. In the process, we considered the needs of the businesses that would buy our products, but lacked the resources or bandwidth to prioritize every potential users experience. As a result, we managed to successfully sell our technology, but struggled to attain the adoption rates we considered indicative of true success. As we matured, we learned better and amassed the resources we needed to do something about it. Now we know that widespread digital transformation only happens when people value and trust new technologies enough to change their behavior. And change is hard. Prioritize people in your digital transformation According to Accenture research, 80% of organizations intend to implement transformational change in the future. Meanwhile, 95% of organizations have undergone at least two or more transformations in the past three years. At the same time, most organizations arent exactly optimistic about the transformation process or its projected outcomes. Only 30% feel confident about their change capabilities, and 30% anticipate their transformation efforts having a significant impact on performance. Thats depressing. But its not unsolvable. McKinsey research has shown that prioritizing people is one thing organizations that have undergone successful digital transformations have in common. They dont lose sight of the fact that their efforts are in service of their employees performance and that success depends on their enthusiastic adoption of any new technologies introduced. 4 ways to put people first In practice, putting people first means taking employees into consideration at every stage of a digital transformation journey. Here are four ways to do that. Tedious work: When deciding where to focus your efforts, for example, you could start with the tasks and processes that employees find the most tedious or frustratingthe ones that stand most in the way of them getting to do the work they enjoy or derive value from. It also entails being realistic about the extent of technological change your team can reasonably handle in its current state. Solicit input: When evaluating solutions, a human-centered approach could mean inviting employees to participate in a pilot program and soliciting their input. And it should mean working with technology vendors that proactively anticipate your employees’ needs in their solutions design. Beyond that, vendors should also be willing, able, and agile enough to customize their solution to further meet your operational demands and team preferences. This goes a long way in eliminating or minimizing the disruptions and frustrations that could breed confusion among employees or trigger their resistance. Communications: At implementation, prioritizing people means devising a concerted rollout strategy that effectively communicates the change being instituted, why its being instituted, and its timelineerring on the side of overcommunication, if theres any doubt. McKinseys research showed that companies that proved successful at their automation efforts were seven times more likely to formally engage their communications team at the implementation stage. Thoughtful, team-wide training is also key and should be deeply supported, if not actively co-managed, by the technology vendor. Track and evaluate: And finally, digital transformation ought not to be a set-it-and-forget-it initiative. You should plan on regularly evaluating technology solutions with employee input in order to quickly identify and fix issues affecting adoption and performance. This will also allow you to successfully absorb, communicate, and provide training on upgrades as they become available. At Argyle, in order for us to lead our own slice of the digital transformation, we now consider and account for the human element of transformation as much as the technology itself. We know that our collective progress depends on the receptivity of the people operating our productsand that depends on our willingness to see them, hear them, and account for them in all of our decisions. We encourage all technology leaders to follow suit. Shmulik Fishman is founder and CEO of Argyle.
Category:
E-Commerce
Decades of research show the benefits of women in leadership are invaluable. Females embody a more transformational leadership style fostering mission-driven cultures. Female presence also improves team dynamics, with better collaboration and collective intelligence; the greater the ratio of women, the greater equality is seen in conversations, thus capitalizing on the teams full knowledge and skillsets. All this translates into measurable results: meta-analyses link female leadership with improved sales, and their representation on the board of directors is also directly associated with financial performance. The largest study of women in corporate America marked its 10th anniversary and has found gains fragile, especially for women of color. The Women in the Workplace 2024 report from McKinsey and Lean In shows representation of women has improved at every level of management, but equity is still decades away. Despite the gains still to be made, corporate Americas prioritization of gender diversity has declined. Yet there would be a 22% increase in global human capital wealth if there was equal participation of women in just the healthcare industry alone! A trailblazing example The recipient of the nutraceutical industrys first female leadership award, Trailblazing Woman of the Year Yasmeen Nkrumah-Elie, PhD, exemplifies the transformative leadership that women bring to the table. Recognized for pioneering groundbreaking industry-academia collaborations, Nkrumah-Elie was selected by the Council of Responsible Nutrition and my company, Radicle Science, for her passion for “advancing science, promoting diversity, and mentoring the next generation of female leaders.” The global director for external research at ChromaDex spearheaded the companys industry-leading collaborative research program which has resulted in approximately $100 million in third-party funded research with 300 research collaborations, including Harvard, Mayo Clinic, and National Institute on Aging. When Nkrumah-Elie received her award, she used the moment to celebrate another trailblazer: Chioma Ikonte, PhD, the first Black woman to become a chief scientific officer in the nutraceutical industry. This type of championing and community building also helps address one of the biggest challenges women face in business: limited access to resources and networks. Evidence-based interventions Nkrumah-Elies experiences align closely with the best practices highlighted in McKinseys report surveying 280 organizations, as well as a meta-analysis published in the medical journal The Lancet reviewing 91 studies across six continents. These sources converge on four evidence-backed interventions to advance women in leadership: Structured processes for awareness and engagement Intentional leadership accountability and equitable policies are essential for addressing systemic barriers. McKinsey identifies bias tracking and bias reminders in hiring and performance reviews as among the most effective practices. Nkrumah-Elie reflects on her experiences: I walked into my interview with 100% my authentic self, and Ive been accepted for who I am and what I stand for every single day that Ive been in the company. Its wonderful to be somewhere where Im celebrated, not just tolerated. Mentoring and networking Mentorship is critical for fostering womens leadership. The benefits are not just seen in individual career advancement, but across the entire organization, including better employee retention, engagement, and knowledge-sharing. Nkrumah-Elie emphasizes mentorship as a cornerstone of her philosophy: Being a mentor is one of the greatest gifts, whether it is formal or informalIn our supplement industry, that means we are joining organizations like Women in Nutraceuticals that are helping elevate women in the industry. Leadership development programs Effective programs address systemic barriers while simultaneously building womens leadership skills. Co-designing these initiatives with stakeholders ensures alignment with organizational and individual needs. Nkrumah-Elie shares how she was encouraged to grow as an industry leader: When things were happening around 2020 and I started to present myself as a voice, as a voice for women, for intentionally marginalized groups, I was so worried I would lose my position. My mentor said, You can say this at the NBJ meeting [the nutrition industrys C-suite summit] and have these conversations and be listened to. I think thats unique to our industry. I question how many industries are continuing to take that perspective and hearing that voice, but their employees and consumers are the beauty of that diversity in America. Support tools When integrated within broader strategies, support tools can identify and address gender inequities. Training managers to support employee well-being is among McKinseys best practices. Interventions, such as menopause support, with a strong focus on measurable impact, are also key differentiators in high-performing organizations.Understanding women have different needs, Nkrumah-Elie calls for integrating women into all parts of research and development in her industry: That means we are advancing the science thats studying and including women in all stages of lifewe should not be excluding women because of differences in our biology, which has been done for hundreds of years. Now it’s time to say there is a right for women to be included in all aspects of this process. Sustaining progress Most importantly, for any intervention to be effective and sustainable, there must be organizational support across all levels. Echoing the Lancet meta-analysis, McKinsey found that commitment and engagement, specifically with gender and racial diversity being a strategic priority, were among the top differentiators for the best performing companies. The science is clear. Companies committed to investing in structured processes, mentorship, leadership development programs, and tailored support tools are not just advancing equity in female leadershiptheyre positioning themselves for better performance and long-term growth. As we celebrate the incredible women who are changing the world, we remember that each of us has a role to play. Whether its through mentorship, alyship, or simply amplifying womens voices, together we can build a future where everyones potential is recognized and celebrated. Jeff Chen, MD, MBA is cofounder and CEO of Radicle Science.
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E-Commerce
At the Exceptional Women Alliance (EWA), we empower high-level women to mentor one another, encouraging personal and professional fulfillment through meaningful connections. This month, I am delighted to introduce Malika Begin, CEO and founder of Begin Development, a consulting firm based in Malibu, California. Malika shares her insights on the transformative power of generous leadershipan approach rooted in empathy and purposeespecially during crises like the devastating wildfires in Los Angeles. Q: In moments of crisis, what leadership styles or qualities have the greatest impact on nurturing trust, resilience, and forward momentum within a team? Malika Begin: As wildfires swept through Los Angeles and my community of Malibu, displacing families and testing our collective resilience, leaders were called to rise with empathy and strength in their organizations and communities. These moments dont just reveal professional capabilitiesthey illuminate our humanity. Generous leadership provides a guiding light in these circumstances, fostering compassion, unity, and impactful action. Generous leadership is fundamentally about serving others. It means prioritizing people: listening deeply, sharing your time, and building trust to empower others. During times of uncertainty, whether due to natural disasters or other crises, leading with generosity becomes a stabilizing force. It fosters resilience and creates a sense of community, ensuring people feel supported and valued. Bringing your authentic self to leadershipwith courage, vulnerability, and a focus on heart-led actionscan transform not only your team but your entire organization. Leadership today requires more than technical skills; it demands a willingness to connect deeply and authentically. Heartfelt and collaborative actions create extraordinary results for people and organizations. Q: How can leaders practice generous leadership during a crisis? Begin: Generous leadership has several foundational principles that become even more crucial in times of crisis. Here are some actionable ways leaders can embody this impactful leadership style: Communication: Be genuine in building deep connections. Share openly and authentically from the heart, fostering trust through honesty. Active listening: Provide spaces for your team to voice their concerns and share feedback. Listen with empathy, validate their experiences, and respond with tangible support. Collaboration: Be inclusive in inviting people into the decision-making process and respecting different perspectives. Ensure every voice is heard, especially during critical decisions. Give freely: Offer immediate resources such as flexibility, extended time off, access to mental health services, or financial assistance. Align your efforts with your organizations values by donating to relief efforts or volunteering. Meaningful development: Validate strengths and successes while identifying expansive opportunities. Encourage personal and professional growth even in difficult times. Support your teams growth and well-being by advocating for their success. Positive feedback and recognition: Celebrate your teams efforts to overcome challenges. Specific and meaningful praise boosts morale and loyalty. Recognition and appreciation: Small acts of acknowledgment in important moments can have a big impact, especially if you know how they like to be recognized. Acknowledging contributions and milestones fosters a sense of value. Proactive problem solving: Anticipate challenges and engage your team in collaborative solutions. This builds trust and equips employees to handle uncertainty. Embrace your authentic self: Be emotionally accessible and vulnerable. Show your team that its okay to be human in challenging situations. Q: What is the impact of generous leadership on teams and organizations? Begin: The impact of generous leadership is profound. It strengthens morale by ensuring employees feel valued and supported, which fosters loyalty and trust. It boosts engagement, as teams are more likely to go above and beyond when leaders invest in them. Empowered employees also bring innovative solutions to complex challenges, enhancing overall creativity and problem solving. Furthermore, generous leadership solidifies culture by setting a lasting tone of compassion and resilience that endures beyond the immediate crisis. Generous leadership also yields mutually beneficial outcomes for individuals and organizations alike. For employees, it provides well-being and stability, reduces stress, and creates opportunities for skill development, which builds confidence and resilience. Recognition and belonging further enhances morale, promoting a sense of team spirit. Leaders benefit from stronger relationships, earning deep trust and rapport with their teams. Transparent and empathetic responses improve leadership credibility, enhancing their reputation as compassionate and effective leaders. For organizations, generous leadership cultivates crisis preparedness, creating a culture thats ready to face future challenges with resilience. It drives higher performance, as thriving employees deliver better outcomes. Moreover, it creates cultural resilience, making the organization attractive to talent and better equipped to withstand external shocks. Q: How can leaders in Malibu and Los Angeles set an example for their teams and communities? Begin: Leaders in affected areas have a unique opportunity to model generous leadership by stepping beyond the corner office and into their communities. Organize donation drives, provide emergency resources, or simply offer a listening ear to those in need. Your actions set a powerful example of leadership in adversity. Beyond immediate crises, weave the principles of generous leadership into your organizational culture. This mindset isnt just for emergencies; it transforms how we lead every day. Q: What are your concerns about the Southern California public sector leaders in this time of crisis? The worst thing that public sector leaders can do is show the tensions between themselves and blame allocation. Citizens want to see collaboration not conflict, and need solutions not platitudes. Ultimately, their legacies will not be defined only by what they achieve but by how they implement support and solutions for the people of Southern California when it matters most. Larraine Segil is founder, chair, and CEO of the Exceptional Women Alliance.
Category:
E-Commerce
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