Eirini Dimitroula

All the items that are mentioned are obviously important. Ingredients that play each and everyone their one role. I strongly believe thought that as a leader in a transformation project need to create and communicate a CRYSTAL clear vision. Technology, new tools, new frameworks, new suppliers new functions appear on unprecedented speeds. And on the other hand engineers and developers are mainly the people a major IT transformation involves and they love technology and new trends and so it is very easy for people to chase shiny new things and enter rabbit holes. So vision, clarity , focus and everything else :)

Even the environment is complex , compass remains what is our goal. In a changing complex environment leader should be clear on what they need to achieve. Communicate clearly and be creative with the means. Focus, communicate , trust the team and allow good people to be creative

Never waste a good mistake!!! Having a trusted and safe environment can transform mistakes to growth and improvement opportunities. Mistakes, errors, failures are unavoidable and a good indication that there is activity happening. What is important is not to waste this learning and growth opportunity but to gain from the mistakes people have to feel safe and accountable. So beyond the processes and the check boxes there is the need to have a culture that values the honest effort and promote openness.

Is vital to be clear on what is the main reason the team exists. How the team adds value to the customer. What is the impact to the lives of the people use our services. This should be the compass. Once priorities mixed and in the blend gets personal insecurities and blame and finger pointing then the goal is missed and it becomes some kind of hide and seek game. This results in many missed opportunities to become better and eventually customer experience is affected.

Is important for the leadership to walk the talk. Is not enough to embark on a transformation journey because the suggested change is the new fancy thing to do. Is important the change to be embraced and strongly sponsored. To be clear in the leadership why we are doing it and to be prepared to take the trade off… because there is always trade off… If you want to be more customer centric this might require increased cost of operation , or changing operating model… If you want digital transformation this might mean give money to upskill your people … In a sentence if you drive a change be sure where you want to go and be prepared to pay for the petrol!!! :))

Change happens inevitably, at times unfolding gradually, while other instances are more abrupt. In both life and business, fostering curiosity should ideally stand as a core value. A curious spirit approaches situations with minimal, ideally no preconceptions, assuming positive intent. Cultivating this mindset not only sidesteps unnecessary drama but also turns the change into an enjoyable journey. I recognise that this is not an easy accomplishment. However, it is a crucial foundation, setting the organization on the right path. Imagine curiosity as surfing and change as the waves…. If you know how to surf is fun!! If you don’t ,better stay on the shore and watch the others having fun or go in and get injured!