Have you ever wondered what goes on in the heads of experienced comms professionals when it comes to career moves? 

Or wished you could pick the brains of inspiring Comms leaders to learn valuable lessons and save yourself a load of angst? Me too!

So with this innate curiosity to understand and learn from others, as well as a passion for empowering other Comms Pros in their careers, this is how the newly launched 

How to Help Your Leadership Team Become Better Communicators

After a chance LinkedIn comment back in 2022 connected me with 

, we began collaborating when we discovered our businesses, values, and passions are aligned. 

The podcast is an exciting new offering borne out of our shared mission to support others in their Comms careers and give something back to our profession. 

We want it to feel inspiring and empowering to listen to, to encourage people to face their career challenges head-on, pluck up the courage, believe in themselves, and follow career paths that light them up—no matter how different from the "norm" they may look. 

We haven’t yet found another podcast like it, so here we are with some refreshing new content for the world of professional communicators.

 showcases career journeys told by some of the world’s most influential and well-regarded Comms professionals themselves.

It’s down-to-earth, unscripted and honest. With never-heard-before personal insights, it digs behind the scenes of people whose careers in communication have been inspiring, unusual, and challenging. 

Sharing practical advice, compelling insights, and personal wisdom, together with our guests, we aim to inspire and enable others in the world of Comms to go for what they want and believe in. Anything really is possible!

With esteemed Comms leaders from diverse backgrounds and perspectives, we were delighted to spend time chatting with:

about his views on navigating the future world of Comms successfully and what it takes to be an inspiring leader.

who shares some never-heard-before personal insights of her own career progression to CEO and how not to get left behind in the fast-changing world of Comms.

on how rum, philanthropy, and employee experience go hand-in-hand as the future of Comms - but not in the way you might be thinking!

 delving into his mind and decision-making as he reflected on some prestigious career moves at a global and senior level.

about the impact of winning industry awards and whether academic qualifications really are needed to excel in your role as Head of Internal Communication.

about the fascinating impact and opportunities that technology and AI present to our careers and communications.

 on the ups and downs of international career moves and how your own doubts or expectations might be limiting your career options.

And, of course, so much more—but you’ll have to listen in to find out!

Launching on Wednesday, 18 October, we hope you’ll discover 

 is a relatable, insightful, and inspiring series of conversations that give you food for thought, put a smile on your face—and encourage you to find true fulfillment in your own career.

, Director of Macmillan Consulting, a Global Talent Search and Consultancy firm, airs on all major podcast platforms every Wednesday.

What’s Exercising the Minds of Internal Comms Professionals?

Going to a concert or professional sports game can be the ultimate fan experience—but stadiums and arenas are having to work harder to deliver ever-better fan experiences.

Today, seeing your favorite team or band play live is only part of the experience, with exciting digital media innovation playing a key role in giving fans an immersive experience from start to finish.

And if anybody doubted this, the recent launch of the spectacular Sphere in Las Vegas by U2, with its spellbinding 360-degree visuals, won over even hard-core skeptics.

It has set the benchmark for other venues and cemented an unarguable business case for the critical importance of digital signage in sports stadiums and concert arenas.

How to Create a Scalable Digital Signage Solution That Drives ROI

The reality is that because we’re so saturated with information these days, and so constantly engrossed with our smartphones, it’s gotten more and more difficult for stadiums and concert arenas to engage their audiences and deliver a great experience. 

That’s where highly visual digital signage can play a key role, from wayfinding to delivering engaging content in eye-catching formats.

For example, this can range from presenting important information such as player stats to real-time updates on team performances, and video clips of exciting team highlights. 

Video walls and interactive screens help engage audiences, supply information, and leave guests with a positive fan experience.

So, teaming up with the right digital signage technology provider is essential to the experience stadiums and concert arenas must deliver today. Here are four ways digital signage delivers for stadiums and arenas:

Fans may need help navigating their way around the stadium. Arenas and stadiums can offer real-time directions and information on everything with digital signage technology, from the location of restrooms to the nearest concession stand. 

Wayfinding solutions also help rebalance crowds and reduce congestion, which is critical for entertainment venues in general, but nowhere is it more important than in stadiums and arenas. 

Moving people through your space quickly and efficiently directly impacts the fan experience, but also has safety implications. 

That’s why many venues leverage a combination of dynamic and interactive wayfinding screens to keep traffic moving—whether that’s toward the exits or toward food and beverage locations with shorter wait times.

 Digital signage offers a unique opportunity to display ads and promotions, such as upcoming ticket sales. 

Utilizing high-quality display technology from 

and digital signage management technology from 

, stadiums can increase fan engagement and generate more revenue, because a more informed audience can lead to improved fan satisfaction, increased loyalty, and repeat visits. 

Through the effective use of digital signage, you can also ensure fans know about all the amenities and services available, which can maximize revenue on game day. 

By displaying engaging content on signage throughout your venue, you can boost ticket sales and increase on-site spending at retail outlets as well as food and beverage locations.

Digital signage can be used to broadcast live events, such as pre-game shows or interviews with players and coaches. This can add another layer of excitement to the game-day experience. 

Additionally, stadiums and arenas can livestream the game on screens near entrances for fans who need to miss a few minutes to make a run to the concession stand.

 Venues can take advantage of digital signage to help promote sponsors. From video walls through IPTV, interactive screens, and more, digital signage provides stadiums and arenas with a cohesive fabric that can be used to enhance the fan experience, but with the right platform, those screens can also help drive revenue through unique sponsorship activations. 

You can attract advertising partners by maximizing their brand exposure with takeovers and moments of exclusivity—but provide those sponsors with more advanced activations through the use of data-driven triggers. 

This in turn can help sponsors achieve their marketing goals while arenas work to continue enhancing the fan experience.

Digital signage is a dynamic advantage for stadiums and arenas managing thousands of fans on any given night. With a variety of display options from LG, powered by Poppulo’s digital signage solutions, you can keep fans entertained and back in the game. 

to see if digital signage can help your venue.

Captivate Your Sports & Concert Arena Fans with Stand-Out Digital Signage

Steering through the tumultuous waters of mergers and acquisitions requires more than just financial acumen and strategic prowess.

It demands a thoughtful orchestration of leadership communications that are built on a solid foundation of clarity, honesty, and empathy. 

While the CEO may not be able to reveal all details of the merger or acquisition—due to legal, political, or strategic sensitivities— leadership communications play a critical role in shaping the perceptions, understanding, and trust of employees.

Here’s how you can help your employees navigate the challenges and changes, helping reduce their worries and fears, with your leadership communications:

: M&A communications are likely the most critical, scrutinized, risky, and impactful communications you’ll ever get involved with in your professional career. 

To mitigate any risks, leaks, unprofessionalism, or inappropriateness, keep your team of key stakeholders close—and your strategic advisors closer. 

Effective M&A leadership comms are orchestrated as a team where everyone from the C-Suite to Legal, Finance, HR, IT, Corporate Comms, Change Consultants, Union Reps, and more, all take responsibility for shaping the plans and delivery of communications to employees in alignment with external and stakeholder communications.

If you fail to plan, you plan to fail. Leadership comms must never be done in isolation from the other communication cascades and channels. 

Involve key allies (see above) to define target audiences and channels, align on key messaging and timings for sharing information before, during, and after the merger or acquisition. This is one plan that will need to shapeshift as the M&A unfolds, so treat it like you would a crisis communication plan and live and breathe it. 

Your plan must outline roles, responsibilities, and a clear approval process for any communications from the outset.

the inside world when it comes to any communications, especially M&A comms. Messaging needs to be consistent across all communication channels, from official announcements to internal memos or town halls and external press releases, as inconsistencies lead to confusion and erode trust.

3. Set the tone for clear and transparent messaging:

 Nobody can smell spin better than an employee—it erodes employee trust faster than a springtime flood. So craft clear and honest messages from the outset that explain the reasons for the merger or acquisition, the expected benefits, potential challenges, and the overall vision for the merging organizations. 

Employees will trust and respect leadership more if the comms are honest, even if they don’t like the message.

M&As are unsettling periods for everyone involved, even if it means the future promises to be brighter as forces join. Change can be met with resistance, especially if employees are unsure about how it will affect them. 

time to acknowledge the emotions, challenges, and concerns faced by employees who may be anxious about their roles or the future of the company. Balancing this with an emphasis on the shared benefits and opportunities the merger or acquisition can bring, can foster a more receptive attitude from employees.

5. Facilitate regular two-way communication: 

Keeping employees and stakeholders informed at regular intervals is key during an M&A. 

Communication voids are catalysts for causing rumor mills to spin and undermine the integrity of leadership communications. Ensuring regular updates are provided, even if there is nothing to say or that can be shared, keeps official communications the trusted go-to source of information. 

Encourage feedback and questions from employees and stakeholders throughout with opportunities for open dialogue through Q&A sessions, feedback forums, town halls, and direct communication channels with leadership. 

This ensures employees and stakeholders feel valued and listened to, and informs messaging and communications to ensure they continually meet employees where they’re at.

6. Ensure leaders are visible and accessible:

 During periods of change, employees look to leadership for guidance. It’s critical to support and enable leaders to be actively visible and connected with employees throughout the M&A process and any integration or change period thereafter. 

Leaders can play a vital role in quashing speculation and uncertainty, keeping up morale, guiding their teams on priorities and purpose to keep up productivity, and helping to maintain a culture of inclusivity, respect, and trust.

However, they need support to do this with empathy and conviction. Arming leaders with guidance, communication toolkits, briefing sessions and opportunities to gain the support they need to role model good leadership throughout the M&A transition and integration period is probably the best investment you can make in the whole communication process.

6 Best Practice Tips for Leadership Communications During an M&A

For internal communication professionals navigating the intricate web of disseminating crucial messages, the approach of "cascading communication" has emerged as a powerful tool.

 And while cascading communications isn’t as easy as merely passing on a message to the influencers within your business and expecting it to land well, job done, research by the 

underscores the significance of leveraging and managing the cascade channel well. 

The report reveals that employees trust their peers and manager above any other source of information within their organization, driving enhanced engagement and employee experience when comms come through such routes. 

Breaking Barriers: Strategies to Engage Hard-to-Reach Employees

This blog aims to showcase how you get your communication cascades working effectively, help you on the path to mastering this dark art, and sidestep common pitfalls as you go.

There’s no disputing that senior leaders play a vital role in setting and communicating the strategic direction of the organization and providing a unified vision. However, given the Edelman research, a combination of top-down communication and influencer-driven "cascade" communication can create a better employee experience, and a more effective approach that fosters an inclusive and trust-fuelled organizational culture.


Here are X elements you need to consider to cascade your comms effectively without the pitfalls:

. Get clear on the context and reason why you need to communicate in the first place. Understand the problem you’re trying to solve to ensure you can explain the "why" to your communication networkers and influencers from the get-go.  Without sound rationale for adding what could be perceived as more "noise"  to the organization, nobody will be convinced this is a valuable and worthwhile exercise to undertake, let alone being able to convince others to support your cascade.

2. Understand the flow of communications.

 flows around and across your organization. I’m not talking about how you’d like it to flow through your well-managed, corporate channels, but how word actually gets spread around your organization—as trustworthy, valuable sources of information, not gossip or rumour, I may add! 

Think about who connects with groups of people on a regular basis as part of their role, e.g. Line Managers, Supervisors, HR representatives, Project Managers, Communities of Practice leads, and Subject Matter Experts.  These groups of people are your influencers and connectors and who you need to build relationships with in order to develop your cascade.

Seek to understand who connects with whom, how, and when.  The more you understand their communication challenges and needs, and the opportunities to leverage from a comms perspective, the more effective and trustworthy your cascade will be.

. Like the train-the-trainer approach, an effective communication cascade must "communicate with the communicators".

Essentially, this means getting and keeping your key influencers—as identified in point 2—onboard. Be sure your influencers understand the value and benefits it will bring them by being part of the cascade process so that it’s not seen as just another task for them to do on top of everything else.  

Instead, ensure they can see and feel how it helps increase their profile and visibility, and build trust, credibility, knowledge, communication, and influencing skills. By being part of the comms cascade, and doing it well, they’ll enhance the employee experience and organizational culture in a really positive way.  

Then it’s about being clear on what you need them to know and do and why, understanding their needs and challenges, and vice versa.  Make their role as communicators in your comms cascade as useful and valuable as possible with briefings, support sessions, training, communication toolkits, key message packs, templates, and more. 

Tailor the "support pack" you pull together based on their feedback too, so it hits the mark for them and their audience. And don’t forget to acknowledge and show appreciation for their support. For the cascade to be effective it has to be a win-win for all those involved.

The beauty of getting your influencers onboard and trusting them to cascade the communications means that communications should come across in a more relatable, relevant, and personalized way to employees.  

Give your influencers the content and templates they need, as well as the guidance and non-negotiables, to ensure they’re on message and remain aligned with your strategic goals and objectives. 

Then encourage and allow them to tailor their approach within those guiderails, on how and when they deliver the communications to acknowledge the unique needs and roles of your employees. 

This plays to the influencers communication strengths, capitalizes on the opportunities and channels they have to communicate wider, and ensures they feel a sense of autonomy.   Since they understand the dynamics, perspectives, and needs of their colleagues, trust them to deliver in ways that best suit their audiences.

. Cascading communication through influential channels encourages a more open and interactive dialogue. Employees often feel more comfortable expressing their questions, concerns, and feedback to the people they know and trust most.  

Your influencers will likely act as intermediaries, creating a feedback loop that can be advantageous for internal communicators and employees alike.  Ensure you have a clear process in place that enables any feedback to get back to you, and for you to keep your influencers updated with what’s been changed as a consequence.  

With ears to the ground, the honest truth comes forth helping you refine messages, clarify misunderstandings, and ensure that any employee concerns are adequately and speedily addressed.

It's important to note that while cascading communication through influential channels has its benefits, it should not replace top-down communication entirely. Yet, when the two angles of communication dovetail and are done well, you really have an influential and impactful communication formula.

Cascading Leadership Communications: Getting it Right Without the Pitfalls

One of the great privileges of working for Poppulo is being part of a team that brings together some of the world’s best workplace communicators who generously share their expertise and insights at our annual conference, Engage.

This year’s event was yet again packed with great speakers on topics that impact internal communication professionals everywhere. 

In fact, there was so much to take in, so much of real value, that it’s helpful to revisit at a more leisurely pace in your own time. 

You can do that by checking out this Executive Brief which my colleague Christine Kendall has curated from the Engage 2023 sessions: 

Unlocking the Power of Employee Communications: Key Takeaways from Engage 2023.

Here’s a taster of what you can expect:

 shares super-interesting findings from a major piece of research by UK-based Ipsos Karian and Box.

Proving the Value of Comms Through Measurement:

Winning Combination: How Personalization & Analytics Drive Impact,

, the Sr. Manager of Content and Channels at National Grid, emphasized the importance of not only tracking quantitative engagement data like open rates, click rates, and page time, but also regularly collecting qualitative feedback from employees through engagement surveys, targeted surveys, and employee focus groups.

Making Comms a Strategic Function for Your Executive Team

, former Head of Comms, at Coca-Cola HBC and SABMiller, and 

, Chief Encouragement Officer at Change Oasis, emphasized the importance of understanding the strategic goals of the business and clearly linking your comms initiative back to those goals.

, Head of Communications at leading life sciences company, Cytiva, gave a fascinating presentation into how strategy, data, and personalized comms played a critical role during a period of transition at the company: 

Embracing Strategy—How Data Led Cytiva to Revise Their Communications Approach.

Strategies for Reaching Disconnected Workers:

, Head of Digital at scarlettabbot discussed the importance of knowing your audience and making content relevant to them, in his session

 Prioritize the Possible—Creative Ways to Engage Your Deskless and Disconnected Workers

, Head of Internal Communications at NatWest Group, explore the importance of developing an Employee Value Proposition (EVP) to align with the employee experience and help attract and retain talent. Especially those hard-to-reach employees, in their session,

 Closing the Gap: How to Turn Your EVP Aspiration into Employee Experience Reality.

 There’s no getting away from Artificial Intelligence, is there? Whether or not you’re ready, AI has arrived and there’s no going back. In his session T

he Future is Here—What AI Means for ICTeams

, Sr. Director of Corporate Communications at Maximus outlined how the Maximus team has adopted AI as an ethical communications tool, with very practical insights into how he and his team leverages it to improve their comms.

And finally, Engage 2023 answered a question we’ve been asked many times here at Poppulo. As a company whose customer roll call is an A-list of the world's best and most successful companies, how do we approach our internal comms with our own people?
To find out, take a look at this short behind-the-scenes video—

A Day in the Life: Poppulo’s Approach to Comms

How Do You Improve Your Comms? Check out These Insights from Engage 2023

Early on in one’s internal communications career, success is measured by your technical skills–writing, editing, and making great Town Hall decks. 

But there comes a point when advancing your career has much more to do with your ability to read people and truly connect with them and their needs.

Since communication professionals are often naturally good at connecting the dots, we can easily see the big picture and diagnose important, systemic challenges in our organizations. We also generally have some pretty great ideas about how to solve them!

And this is where we get ourselves into trouble.

Navigating HR & Change Initiatives: The Critical Role of Internal Communication

We can see how addressing systemic issues could make a big difference and we get frustrated when others don’t share our enthusiasm for solving the "real" problem.

“We need to take a truly cross-functional approach to improving employee engagement so that all the touch points in our employee experience are aligned.

"We have to do a much better job of communicating culture so that we can be an employer of choice."

“If we’re ever going to really solve our retention issues, we need to completely overhaul the onboarding process to improve new hires’ productivity right out of the starting gate.”

Unfortunately, chaos and disruption are the only constants in business. We’re always lurching from crisis to crisis, frantically trying to keep things on track. That means that anything that’s not currently on fire falls into the “nice to have” bucket.

Your stakeholders are, for better or for worse, primarily interested in solving urgent problems, not important ones. While they may want to think about the big picture and what would truly make a difference to the business, but in reality the fire drill of the day will always be the priority.

There’s another reason why important problems are hard to tackle: they generally require buy-in and resources from multiple senior stakeholders; it is often very difficult to get alignment, consensus, and, most importantly, sustained commitment to initiatives that may not demonstrate short-term return on investment from a group of leaders, each with their own ever-evolving agenda.

It can be hard to shift gears from thinking about what you think is important to what they think is urgent–and therefore important!

But if you get good at spotting the urgent pain point you can help remedy, you'll accelerate your progress strengthening relationships and building social capital.

Remember that what a stakeholder considers to be their urgent problem rarely presents as a comms issue. That's ok, there is almost always a comms solution for every business problem.

Your job is to understand what has your stakeholder panicked and then use the tools and skills at your disposal to support them.

Urgent needs can take different forms, for example:

A badly timed Exec re-shuffle has a lot of VPs fuming and the COO needs help smoothing things over before a critical project gets derailed.

Lack of engagement with a high-profile, expensive new learning platform means many employees aren't getting mandatory compliance training.

A recent acquisition's success is at risk because of some challenging employee relations issues.

However, if you look more closely, you’ll see that often urgent, tactical items point towards more important urgent issues:

Persistent recruitment and employer brand issues

Reputational risk—when issues inside the business start to show on the outside

Dramatic decreases in productivity and increases in burnout

Safety issues—increases in injuries and reported incidents

And, if you look again, you’ll notice that all of those begin to ladder up to the important opportunity we’re all passionate about—creating and communicating great employee experience.

So how do we get to solve those big, beautiful, important, strategic challenges? One, well-played, urgent issue at a time.

When we start to see the patterns in what’s urgent, we can then build the social capital and influence needed to help expand urgent solutions into strategies that integrate important systemic themes. 

For example, instead of suggesting the business completely overhaul its onboarding process, support a leader in the Product team with a last-minute plea to help get an onsite orientation day back on track.

Use the opportunity to implement a few improvements you’ve had in mind, capture feedback, and create assets for your channels that showcase the Product team, highlight its leader, and signal that this success can be replicated in other areas of the business.

In this way, you make an ally, seed your expertise and position yourself as a trusted advisor. Over time, this is how you strengthen relationships, build social capital, and influence so that iteratively you can make progress on big, important, systemic, strategic organization-wide challenges and opportunities.

To be honest, I wish I’d known this strategy in the first decade of my internal communications career. I think I would have been able to make a greater impact much sooner. 

I’ve captured a few other game-changing truths in a free ebook—

for more career tips to help you get ahead!

How to Get Ahead in Internal Comms: Solve the Urgent Problems First, Not the Important Ones.

What is the Digital Transformation Process?

 can be defined as the process of utilizing modern technology to create new—or modify existing—business processes, culture, and customer experiences.

This reimagining of business in the digital age equips organizations with the tools necessary to keep up with competitors and meet changing market requirements.

This type of transformation transcends traditional roles like sales, marketing, and customer service, and is primarily concerned with how organizations think about, and engage with, customers. With the incorporation of new technology, organizations have the opportunity to re-examine how they carry out business.

This will open doors for significant growth and can allow them to greatly increase their customer experience and branch out into industries that were never before possible.

If an organization is planning to embark on a digital transformation project, there are four main areas they should consider:

Business process transformation is a strategic initiative aimed at improving the efficiency and effectiveness of a company’s operations. It involves a thorough review of existing processes and systems, with the goal of identifying areas for improvement and making changes to better achieve the company’s goals.

 modifying the elements of a business’ processes in order to achieve new goals. Most companies engage in a business process transformation when they require a radical update. Undergoing such a transformation will modernize an organization’s processes, integrate new technology, save money, and better incorporate core systems.

Crisis communication plans: What we can learn from airline pilots

Important steps in Business Process Transformation

Business process transformation follows similar steps or 

 to business process management but attempts to make bigger and more drastic changes. Some steps to take when it comes to process transformation include:

Identifying the goals of the digital transformation

Is the company primarily trying to upgrade systems? Incorporate new technology? Adapt processes to a new organizational structure? What has caused the need? The first step is to understand the reasons for the transformation. This could be due to the need to upgrade systems, incorporate new technology, adapt to a new organizational structure, or other reasons. It is important to have a clear understanding of the objectives of the transformation in order to ensure that the right changes are made. It is a good idea to get 

transformation consultations from experts

 on identifying the goals for your digital transformation.

In order to measure the success of the transformation, it is important to have a clear set of metrics to track. Organizations should collect the data needed to show that the business process transformation will be a success. This should include cost, time, number of errors, and other metrics that can be measured.

Business process transformation is not just about changing processes, it is also about involving all stakeholders in the change process. This includes seeking feedback from employees, customers, and other stakeholders on what has worked well in the past and what they expect from the new process.

Using a diagramming tool, create a visual representation of the ideal workflow path, including all the human and system tasks that need to be performed. This will help the company understand the full scope of the transformation and identify any potential obstacles or challenges.

The process should then be introduced gradually, using small teams being trained on the new process. The progress of the transformation should be closely monitored, and any changes that need to be made should be made quickly in order to ensure success.

Many companies are pursuing digital technologies in order to transform their 

 In today’s business world, there are numerous examples of this kind of innovation, from Netflix's reinvention of video distribution to Apple's reinvention of music delivery (I-Tunes), to Uber's reinvention of the taxi industry.

These well-known names are not the only companies to incorporate such big changes into their business model. Insurance 

 are using data and analytics to un-bundle insurance contracts and charge customers by-the-mile—a wholesale change to the auto insurance business model.

By reinventing and adding to their current model for success, corporations can achieve a renovation that leads to significant new opportunities for growth. This is why more companies should be trying to follow a similar path.

An area that doesn’t receive a large amount of attention, but which has proven itself to have enormous potential, is

. New technologies have the ability to redefine products and services, blur industry boundaries, and foster opportunities for non-traditional competitors. This form of wholesale transformation offers incredible opportunities for businesses to create new value.

An excellent example of how domain transformation works is the case of the online retailer, Amazon, which expanded into a new market domain with the launch of Amazon Web Services (AWS). Currently, AWS is the largest cloud computing/infrastructure service provider in the world, in a sector that was previously dominated by high-profile behemoths Microsoft and IBM.

While it may not have appeared to be an obvious play by Amazon, its move into providing cloud services saw the online retailer leveraging capabilities and services it was already using. For example, it had already developed massive storage capabilities as it sought to underpin its global business while at the same time providing key computing service and 

 and other growing businesses and other growing businesses that were part of the Amazon family. So all the capability was there, it just required the vision and confidence to make the move into the cloud space.

All businesses undergoing a digital transformation should be mindful of the new opportunities for domain transformation that present themselves with the incorporation of new technology.

4. Cultural/Organizational Digital Transformation

A successful digital transformation demands more than just updating technology or redesigning products. If an organization fails to align its digital transformation efforts with its internal values and behaviors it can have a knock-on effect on an

Negative repercussions range from slow adoption of digital technologies to loss of market competitiveness and inevitable failure of the initiative and lost productivity and revenue. On the other hand, a comprehensive and collaborative effort can help shift the culture to understand, embrace, and advance digital transformation.

Leaders should formulate a clear vision of the transformation and effectively communicate it throughout the organization on an ongoing basis. They need to be clear about what the smart risks are and why they’re worth taking.

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