Marco Amitrano
Managing Partner and Head of Clients and Markets, PwC UKWho should lead an organisation through a transformation? What warning signs might indicate when a transformation is going to fail? What skills and understanding are necessary for organisations to move their plans for generative AI from curiosity to clarity?
In this video we explore the role of culture, skills and leadership as organisations respond to the transformation imperative.
9:18
Our speakers
Zahra Bahrololoumi
CEO, Salesforce UK & IrelandWhile technology has become synonymous with delivering business transformations, the role of culture cannot be overlooked. This was a major talking point when PwC’s Marco Amitrano met with Zahra Bahrololoumi, CEO, Salesforce UK & Ireland.
Human influence and understanding have never been more important in assessing the changes needed and determining the right approach to creating change.
This is evident as organisations explore emerging technologies such as generative AI. But lessons from the past reveal the risk of investing in technology without addressing issues of skills and culture.
“If you focus on something like analytics. Everyone wanted to pursue the analytic utopia and two out of every three investments… failed. It was not the technology. It was actually, were the right processes in place? Do you have the right sponsorship and governance? Have you got a plan to build the skills needed?”
Zahra Bahrololoumi
CEO, Salesforce UK & Ireland
Investing in technology, without also investing in the skills and capabilities of teams to embrace that technology represents a significant false economy and a threat to the growth ambitions of an organisation. PwC UK’s CEO Survey revealed 40% of UK CEOs believe the tech capabilities and understanding of their people lag behind the demands of their strategic objectives.
But it isn’t just about tech skills and understanding. It’s about combining an understanding of the technology with business understanding and human qualities such as judgement and ethics.
Zahra also raised the importance of having a dedicated leader, taking charge of transformation projects and driving them forward with care and a real passion for change.
“There has to be someone that really cares,” says Zahra.
Increasingly, organisations are turning to a dedicated transformation leader, such as a Chief Transformation Officer, though Marco says such appointments are still far from universal, across organisations of all sizes.
It is also a role without a consistent job description, where a variety of professional backgrounds can shape the kinds of transformations being designed and delivered.
“Someone who was a CIO or similar before, guess what? The transformation looks heavily weighted to technology. Someone who was a COO before, guess what? The transformation looks heavily weighted to cost reduction and productivity improvement.”
Marco Amitrano
Managing Partner and Head of Clients and Markets, PwC UK
Transformation
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