1. What have you found most challenging as a digital leader in a bureaucracy?
Bureaucracies tend to have heavy governance, multiple approval cycles and risk-averse cultures that are ingrained into layers of hierarchical structures. The most challenging aspect has been navigating culture change within the middle management layers. I have found that while the top layer is committed to driving the change and the front-line employees have many ideas on what they would like to see to make their life easier, the middle layer often want things to remain as is. Success with digitalization occurs when silos break and horizontal working teams are established. This can occur when the culture at the middle management layer is open to working across departmental divisions. Experimentation and integrated product development teams provide the organization with robust plans and solutions which can be implemented quickly. In my role as a digital leader, I saw this model take root once the first integrated team started to see success quickly. Finally, lack of prioritization and the mindset to stop work on items that don’t make it into the priority list was just as challenging as fostering culture change. Having said that, bureaucracies are faced with regulatory requirements which must be taken into consideration in digital transformation.

2. How did you become a digital leader? Can you please briefly tell the story?
Mine is a story of being at the right place at the right time. Upon graduation from my Master’s program, I was offered a position at Nortel Networks when the organization was at its peak. The woman I worked for took me under her wing and mentored me as I delved into the world of project management. She taught me the value of business driven project plans leveraging technology and stakeholder engagement. Thus began my entry into the world of technology and project management. When Nortel as a company folded, I landed at the Federal Government in a policy-making role. At this time, I was given the opportunity to join an executive leadership development program where we were assigned coaches and mentors. My mentors played a role in helping me navigate the departments and take on roles that were challenging while giving me the opportunity to showcase my talents. Bureaucracies put emphasis on developing policy, finance, human resources, economists etc. but not so much on good project management and especially not on developing Chief Information Officers. At least while I was going through the program. My mentors and I agreed that this would be a good area for my career path as I was naturally good at project management, and I clearly understood the role of technology in solving business problems. Each subsequent promotion and role I took on was based on this premise. Having had this experience under my belt was most helpful as I became a senior leader because I was able to ask the right questions when teams came to present or seek advice.

3. How important is networking, collaboration and engagement for digital leadership in large bureaucracies?
Networking, collaboration, and engagement are the key to successful transformation outcomes. Changing culture is not an easy task and perhaps that is why there are so many books written on this topic. The need to work across many small, medium and large departments in bureaucracies is an absolute must – simply because each department functions as its own organization. Each have their own information technology systems, human resources functions, organizational structures etc. Breaking down silos within a department is necessary however, breaking down silos across departments is a must if one is to move forward an enterprise, client first vison. Building bridges through networking and collaboration will allow for buy-in, support and coalitions. Cross departmental governance and task teams are key to moving forward on an agenda that is based on an enterprise model. I cannot emphasize the importance of networking in large bureaucracies to address resistance to change and drive successful digital transformation outcomes.

4. What’s a recent digital leadership lesson you’ve learned for the first time or been reminded of?
Having leaders champion transformation in bureaucracies is necessary to drive change. Bureaucracies have for the most part hierarchical structures and long-established processes. For change to occur, leaders who sit at the top of the structure must be seen and heard. They must inspire the vision, a clear vision of the desired outcome resulting in the alignment and a sense of purpose among employees. Leaders will need to drive prioritization of projects and reallocation of resources, but the most important aspect is leading by example. There is greater engagement when a leader is visible in transformation efforts. In my experience, transformation is not a straight path, there are many challenges and obstacles that need to be removed. Governance at the senior leader level is a necessity to address risks and mitigations as well as to remove obstacles.

5. What’s one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
In my Master’s program, we had been assigned “The Digital Economy” by Tapscott as a must read. It was eye-opening for me because it was my first real understanding of the impact of Digital Transformation on businesses and the economy. The insights into how the digital revolution was changing how businesses operated and how supply chains were being revamped to get the goods to the customer faster. This was the beginning in my view of a client centric view in supply and demand. Additionally, the book brilliantly outlined the implications for society as it related to employment, inequality, privacy and governance. I’ve always had a penchant for case studies and lessons learned. Tapscott included many such case studies and examples. Finally, what stayed with me as I dwelled into the world of digital transformation is the power of collaboration and interdisciplinary approach to problems. Understand the problem before deciding on the how.

6. If you could only give one piece of advice to a young leader, what would you say to them?
Seek out mentors who care about your personal and professional growth. Invest in yourself and continuous learning. By committing to lifelong learning you will stay abreast of changes in the environment and you will develop skills to address them early. Stay in touch with your mentors through both good and bad times. As a mentor, it behooves me how many mentees will reach out to me only when they are in need. Finally, give to others and help them grow.

7. What is one meaningful story that comes to mind from your time as a leader, so far?
When I first started my career after university, I worked for a very powerful female leader. She hired me and she mentored me. Part of my training was accompanying her to a meeting of senior leaders so I could understand how decisions were made at the top layer. During one of the breaks, the chair turned to me and asked me to go make coffee for the attendees. I stood up to do just that and I felt a strong grip on my arm and a stern voice said….She is here to learn about leadership not make coffee. I am sure everyone can make their own coffee. While I was shaking in my boots, I learnt a lesson that I have carried with me always. As a woman and a woman of color, climbing the corporate and bureaucratic ladder has not been easy and there have been moments when I could have caved to fit into the standard model. Rather, I gathered my strength from my mentor who had stood up for me at the onset of my career.

8. If you could solve one business problem – or build a proof of concept – in any bureaucracy (with a digital solution or not), what would it be?
Ethical use of data, data driven decision making by leveraging technology and artifical intelligence. Bureaucracies hold large sets of data, however, there are inherent biases built into the data that must be dealt with at the onset of digital transformation. Enterprise data management will allow bureaucracies to identify patterns leading to better prediction of outcomes. Private organizations have leveraged people’s data in building their business models. We are only now seeing the harm that can come from the use of people’s data for profit purposes. Taking lessons learned to date, it will be important to ensure that data by design principals are engrained into the project planning such that data is used in a responsible and transparent manner.