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In our experience, organizations fail to achieve improved results for several critical reasons. Let’s look at a third cause of digital modernization failure: end users are not adequately prepared to use the new technology. The Critical Role of Change Management in Digital Modernization Numerous modernization projects fail due to insufficient preparation of end users for the new systems and processes.   While modernization goals are ambitious and admirable, they often neglect the people who interact with these new systems daily—the end users. The failure to adequately prepare and engage these individuals can lead to resistance, inefficiency, and confusion, which sabotages the intended benefits of modernization efforts.   People are naturally resistant to change. When new technologies are introduced without proper preparation and communication, employees may become apprehensive or even resistant to using them, hindering the project's success. Inadequate training or support can leave end users feeling overwhelmed or ill-equipped to navigate the new digital landscape. This lack of proficiency can lead to errors, inefficiencies, and frustration. If modernization goals are not communicated to end users, they fail to understand the new technology's purpose and potential benefits, leading to organizational misalignment and employee disengagement. Download our white paper: Overcoming the 4 Obstacles to Digital Modernization Success Change management  is a structured approach encompassing strategies and tools that prepare, equip, and support employees to adapt to the forthcoming changes. Core components of effective change management include: Change Readiness : Assessing an organization's change readiness is crucial in the change management process. This involves understanding the current culture, identifying potential resistance points, and developing strategies to address them. Organizations can tailor their change management approach to fit their workforce's unique needs and challenges by gauging readiness. Communication : Clear and consistent communication is the cornerstone of any change management strategy. Organizations should proactively share the modernization project's vision, goals, and progress with all stakeholders, emphasizing the benefits it will bring. Open communication channels enable employees to express concerns and ask questions, fostering a sense of transparency and trust. Training : Adequate training ensures end users have the skills and knowledge to work effectively with the new systems and processes. Training programs should be tailored to meet the specific needs of different user groups, offering hands-on experience and ample opportunities for practice. The training should be focused on end-to-end processes, not just system interactions. Continuous learning and support should be readily available to address ongoing challenges.   The Importance of Change Management in Digital Modernization Organizations often think of change management as “training” on the features and functionality of new technology. As a result, it is usually seen as a “task” in the project plan or a dispensable line item in a budget. Change management in digital modernization is much more than training and is critical in the “people readiness” required for delivering improved outcomes. Proper change management drives and amplifies improved results, such as increasing adoption, reducing resistance, enhancing productivity, improving morale, and augmenting ROI. Failure to adequately prepare end users for new systems and processes remains a significant challenge in modernization projects. Neglecting the human element can result in resistance, inefficiency, and confusion, undermining the project's intended benefits. Change management in digital modernization emerges as a crucial aspect, offering a structured approach to address these issues. By focusing on change readiness, communication, and comprehensive training, organizations can empower their employees to adapt effectively to the changes brought about by modernization initiatives. Recognizing the importance of change management beyond mere training allows organizations to foster a culture of readiness, ultimately driving improved outcomes such as increased adoption, productivity, and ROI. Investing in change management is not just prudent; it's essential for the success of modernization efforts in today's rapidly evolving digital landscape.

In our experience, organizations fail to achieve improved results for several critical reasons. Let's look at the first cause of digital modernization failure: overemphasizing the technology itself. Striking the Balance: People, Processes, and Technology to Avoid  Digital Modernization Failure Organizations often overemphasize the implementation of the technology. That is, they disproportionally focus on “turning on the software." Several factors contribute to this overemphasis on the technology and simply launching it "on time and on budget.   First, this imbalance occurs in the initial stages of digital modernization if organizations lack a clear transformation roadmap that provides a “North Star” that directs strategic and tactical decisions.   Second, the promise of a technological panacea may entice organizations to choose platforms without fully understanding their genuine issues and the organization’s capacity to utilize a given functionality.   Third, external pressures, such as competition or market trends, can rush a decision to purchase technology without considering its holistic impact on the organization.   Fourth, the complexity of modern technology often leads organizations to rely heavily on systems integrators to manage the modernization process. While these integrators play a crucial role, the overreliance on them can result in technical bias, a tactical perspective, and a limited understanding of all dimensions of the modernization journey.   Finally, organizations are either unaware of the importance of or underestimate the impact of realigning processes to exploit new technical functionality and prepare people to adopt the new system. Download our white paper: Overcoming the 4 Obstacles to Digital Modernization Success   When an organization leans too heavily on technology implementation, the human and procedural elements of the transformation suffer. People are not adequately prepared for the changes, processes remain outdated or sub-optimized for new technical capabilities, and the promised organizational benefits fall short. The costs of overemphasizing technology implementation are multifaceted.   Employee dissatisfaction and resistance can lead to decreased productivity, increased turnover, and a negative impact on the overall workplace culture. Poorly aligned processes may result in inefficiencies, bottlenecks, and missed opportunities for optimization. Financially, organizations may be over budget and off schedule, with a significant gap between expected and realized outcomes. While technology undoubtedly plays a pivotal role in digital modernization efforts, focusing solely on its implementation can lead to significant shortcomings. Organizations risk falling short of their transformation goals by neglecting the equally crucial aspects of people and processes. A balanced approach that considers the interplay between technology, human factors, and streamlined processes is essential for success. Investing in clear transformation roadmaps, understanding genuine organizational needs, and fostering a culture of adaptability are crucial steps toward avoiding digital modernization failure. By striking this balance, organizations can unlock the full potential of their technological investments and pave the way for lasting success in the digital age.

In our experience, organizations fail to achieve improved results for several critical reasons. Let’s look at another reason digital modernization fails: lack of digital modernization experience, a proven implementation methodology, and execution discipline. Navigating the Challenges: Building Capacity for Successful Digital Modernization The second reason many digital modernizations fail is that organizations lack digital modernization experience, proven methodology, and execution discipline to drive these complex projects to success. We do not say this to disparage the operating capability of any given leader or organization. Organizations must focus on achieving their core purpose, which for most organizations is not digital modernization. Why would an organization want to develop, perfect, and maintain an expensive and infrequently used capability? Modernization initiatives are complex, expensive, and critical to the organization’s success. To succeed, organizations need a team that has dealt with and successfully addressed the various barriers, issues, and risks that will inevitably arise during digital modernization. Without an experienced team, it will fail to promptly identify and address risks and issues, spend too much time focused on low-priority tasks, and lose focus on the desired outcomes of the initiative. Download our white paper: Overcoming the 4 Obstacles to Digital Modernization Success Even the most experienced resources need a proven process to consistently deliver improved results. The process should holistically manage the steps to implement the new solution from beginning to end and provide guidelines to respond to the organization’s unique needs and circumstances. Without structured processes and validated methodologies, execution is disjointed and undisciplined, and the likelihood of achieving the desired goal decreases. The absence of digital modernization experience, proven methodologies, and disciplined execution often stands as a formidable barrier to success for organizations embarking on modernization initiatives. This is not a critique of any individual or entity's capabilities but rather a recognition of the inherent complexities of such endeavors. Given the significant investment and critical nature of modernization projects, organizations must prioritize building the necessary capacity to navigate these challenges effectively. An experienced team equipped with proven processes and methodologies is essential for promptly addressing risks, maintaining focus on desired outcomes, and ultimately achieving success in the digital landscape. Without these foundational elements, organizations risk encountering inefficiencies, distractions, and ultimately falling short of their modernization goals. Therefore, investing in the development and maintenance of this capability is not only prudent but essential for long-term viability and competitiveness in today's digital world.

In our experience, organizations fail to achieve improved results for several critical reasons. Let’s look at a fourth reason digital modernizations fail: current processes are not adapted to exploit the new technology. Aligning for Efficiency and Success: The Intersection of Technology and Business Processes As technology continues to evolve, so must business processes. Most businesses don’t realize how out-of-date their processes have grown and mistakenly adapt the technology to fit old processes instead of the other way around. As a result, misaligned and inefficient processes deliver sub-optimal performance. Unfortunately, organizations learn how inefficient they are when they lag behind their industry, customers depart because of mediocre quality, and frustrations cause employee morale and performance to dip. Common visible symptoms of weak or misaligned processes include: Longer development time, higher costs, less scalability, and difficulty maintaining superfluous custom coding to meet specific requirements rather than using pre-existing solutions Continuation of inefficient manual processes that could be automated Duplicated effort, wasted time, and missed opportunities due to lack of collaboration between departments Poor reporting due to inaccurate or timely data about the processes Outdated technology that is no longer up to the task Inefficient workflows leading to bottlenecks Inconsistency, errors, and wasted time from a lack of standard processes Organizations married to the past customize modern software to retrofit the processes. This leads to unnecessary development time, increased maintenance costs, and software instability at each update. Businesses must adapt core and support processes to meet evolving market demands, technological advancements, and changing business conditions. Failing to adapt to innovative technologies can have significant costs and repercussions for organizations, from lower productivity to higher operational costs and the loss of competitive advantage. While leadership is ultimately responsible for driving strategic decision-making and ensuring the organization is well-positioned for overall success, process improvement is a team sport. Process owners responsible for specific processes must constantly ensure that those processes are efficient and effective. The IT department is responsible for evaluating, implementing, and maintaining new technologies and supporting their adoption. All employees within an organization play a role in using and adapting to innovative technologies. Their willingness to embrace change and learn new skills is essential for successful technology adoption. Finally, technology vendors have a role in educating organizations about the benefits of their platforms and helping them implement innovative technologies successfully. Download our white paper: Overcoming the 4 Obstacles to Digital Modernization Success Overcome the Issue: Adapt current processes to exploit the new software Adapting innovative technologies to existing processes presents various challenges, but overcoming them is crucial for organizations to remain competitive and efficient. The following steps are recommended to align processes during digital modernization. Identify Developing a strategic vision for adapting to current processes involves: Setting clear goals and objectives Identifying key areas where new processes can enhance performance Fostering a culture of collaboration and communication Addressing concerns and resistance to change proactively, along with gathering feedback from users and stakeholders, is key to identifying issues and areas for improvement and ensuring that the adaptation to current processes aligns with the organization's overall strategic goals. Optimize Optimizing the adaptation of current processes to exploit new software involves providing comprehensive training and support to employees, fostering their adaptation and confidence in utilizing the latest tools within existing workflows. Celebrating successes and milestones helps maintain enthusiasm and momentum for the transition. Implementing a clear governance framework that defines roles, responsibilities, and processes for evaluating and selecting software ensures alignment with organizational goals. Establishing clear metrics and KPIs enables tracking progress and measuring the success of the software implementation. Choosing software that integrates smoothly with existing systems and processes provides coherence and efficiency within the overall technological ecosystem while allowing current operations to evolve and exploit new capabilities. Sustain Adapting current processes using new technology requires continuous review and assessment to pinpoint opportunities for improvement, adequate budgeting, resource allocation, and upgrading infrastructure to ensure compatibility with the new technologies. Partnering with technology vendors enhances support and expertise while standardizing data formats ensures effective communication between existing processes and new systems. Initiating pilot projects allows testing and refining how the new technologies integrate with current processes in a controlled setting. Cultivating a culture of continuous learning and experimentation, alongside implementing strong cybersecurity measures, safeguards against threats and fosters adaptability of current operations. Regular monitoring of critical metrics and KPIs and leveraging insights from professional communities ensure ongoing improvement and alignment with best practices in adapting current processes to exploit new technologies. The reluctance to adapt current processes to fit evolving technologies often leads to inefficiency, missed opportunities, and ultimately, diminished competitiveness. Recognizing the importance of aligning processes with innovative software is paramount for organizations aiming to thrive in today's dynamic business landscape. While leadership sets the strategic direction, process owners, IT departments, employees, and technology vendors all play crucial roles in driving successful technology adoption. By embracing a collaborative approach and following a structured adaptation process, organizations can overcome challenges, optimize their workflows, and sustain their competitive edge. Investing in ongoing training, fostering a culture of innovation, and maintaining vigilance in monitoring and refining processes are essential steps in this journey toward leveraging technology for improved performance and long-term success.

The digital modernization era has brought unparalleled technological advancements, transforming how businesses operate and interact with customers. However, with these advancements come new challenges, particularly in cybersecurity. As organizations launch digital transformation journeys, securing their digital assets becomes essential to ensure operational integrity and protect sensitive information. The Growing Threat Landscape As organizations integrate sophisticated digital tools and platforms, the threats expand in complexity and scale. Cybercriminals continuously develop more advanced techniques to exploit vulnerabilities in systems, making it imperative for organizations to stay ahead of potential threats. The rise of remote work, cloud computing, and the Internet of Things (IoT) has expanded the attack surface, providing cyber adversaries more opportunities to infiltrate networks. Key Cybersecurity Challenges in Digital Modernization Advanced Persistent Threats (APTs): These are prolonged and targeted cyberattacks in which an intruder gains access to a network and remains undetected for an extended period. APTs are often orchestrated by well-funded and skilled cybercriminals or nation-states, aiming to steal data or disrupt operations. Ransomware: This type of malware encrypts the victim's data, demanding a ransom for the decryption key. Ransomware attacks can cripple an organization by locking critical systems and data, causing significant operational and financial damage. Phishing and Social Engineering: Cybercriminals exploit human psychology to trick individuals into revealing sensitive information or installing malware. Phishing emails, fraudulent websites, and social engineering tactics remain prevalent and effective. Insider Threats: Employees or contractors with access to critical systems can intentionally or unintentionally cause data breaches. Because insider threats involve trusted individuals with legitimate access, they can be challenging to detect and mitigate. Essential Cybersecurity Strategies in Digital Modernization Organizations must adopt a comprehensive cybersecurity strategy encompassing technology, processes, and people to navigate these challenges. Here are key strategies for strengthening cybersecurity challenges in the digital modernization era: Implement Robust Security Frameworks: Establishing a security framework like the NIST Cybersecurity Framework or ISO 27001 helps organizations systematically manage and mitigate cybersecurity risks. These frameworks provide guidelines for identifying, protecting, detecting, responding to, and recovering from cyber incidents. Embrace Zero Trust Architecture: The Zero Trust model operates on the principle that no entity, whether inside or outside the network, should be trusted by default. Continuous verification of user identities, devices, and access requests ensures that only authorized entities can access critical resources. Invest in Advanced Threat Detection and Response: Advanced tools such as Security Information and Event Management (SIEM) systems, Endpoint Detection and Response (EDR), and Intrusion Detection Systems (IDS) can help detect and respond to threats in real-time. These tools provide visibility into network activities and enable swift action against potential breaches. Strengthen Endpoint Security: Securing endpoints becomes crucial with the proliferation of mobile devices and remote work. Implementing robust endpoint protection solutions and enforcing policies such as encryption, device management, and regular patching can mitigate risks associated with remote access. Enhance Employee Awareness and Training: Human error remains a significant factor in many cyber incidents. Regular training and awareness programs can equip employees to recognize and respond to threats. Encouraging a culture of cybersecurity vigilance can significantly reduce the risk of breaches caused by human error. Develop Incident Response Plans: Preparing for the inevitability of cyber incidents is essential. Incident response plans outline the steps to be taken when a breach occurs, ensuring a coordinated and efficient response. Regular drills and simulations can help refine these plans and improve organizational readiness. Secure Third-Party Relationships: Many organizations rely on third-party vendors for various services, which can introduce additional security risks. Conducting thorough due diligence, establishing security requirements, and continuously monitoring third-party activities can help mitigate these risks. The Role of AI in Cybersecurity Artificial Intelligence (AI) is increasingly vital in enhancing cybersecurity defenses. AI-powered systems can analyze vast amounts of data at high speeds, identifying patterns and anomalies that may indicate a cyber threat. Machine learning algorithms can evolve to recognize new threats, enabling proactive defense mechanisms. AI can also enhance threat intelligence by correlating data from multiple sources, providing a comprehensive view of the threat landscape. Automated response systems can mitigate threats in real-time, reducing the window of opportunity for cyber adversaries. Conclusion Cybersecurity is a technical challenge and a strategic imperative in digital modernization. Organizations must adopt a holistic approach to cybersecurity, integrating advanced technologies, robust processes, and continuous education to protect their digital assets. By staying vigilant and proactive, businesses can navigate the complexities of the digital age and safeguard their operations against evolving cyber threats. Sources: Understanding the NIST cybersecurity framework iso/iec 27001:2022

Organizations increasingly understand the imperative need for digital modernization in today's rapidly evolving digital world. This transformation goes beyond simply maintaining relevance; it involves tapping into the vast potential offered by digital advancements. The strategic management and utilization of an organization's information and data are central to aligning with digital modernization initiatives, aiming to optimize efficiency, foster innovation, and drive growth. The symbiotic relationship between digital modernization and utilizing information as an asset effectively can transform organizations, propelling them into new realms of operational excellence and competitive advantage. The Essence of Digital Modernization  Digital modernization is updating and enhancing current systems, processes, and technologies to leverage the benefits of digital advancements more effectively. It involves integrating new digital tools, technologies, and infrastructure to boost ongoing operations' efficiency, scalability, and overall performance. The goal is to enhance and simplify business processes using digital solutions by phasing out old systems, automating manual tasks, and incorporating digital tools into existing workflows. Digital modernization is not an IT initiative but a comprehensive organizational shift towards a more agile and innovative approach to better satisfy customer needs and enhance employee productivity. The Untapped Resource: Information as an Asset In the heart of digital modernization lies the untapped potential of using information as an asset . Data, in its structured and unstructured forms, is abundant. However, the real magic happens when this data is transformed into actionable insights. Information can become an organization's most valuable asset when accurately captured, managed, analyzed, and applied. It informs strategic decisions, uncovers customer insights, optimizes operations, and fuels innovation, typically the desired outcome of a digital modernization initiative. Why Does It Matter (Hint: Efficiency) The partnership between digital modernization and using information as an asset is pivotal for optimizing efficiency. Here's how: Enhanced Decision-Making:  Real-time data analytics and AI-driven insights allow organizations to make informed decisions swiftly, reducing guesswork and enhancing operational efficiency. Streamlined Processes:  Automation and digital workflows replace manual, time-consuming tasks, freeing resources to focus on strategic, high-value activities. Personalized Customer Experiences:  Leveraging data to understand customer behaviors and preferences enables organizations to deliver personalized experiences, fostering loyalty and driving revenue growth. Innovative Solutions:  By analyzing trends and patterns, businesses can anticipate market needs and develop innovative solutions, staying ahead of the competition. Risk Management:  Advanced data analytics can identify potential risks and vulnerabilities, allowing for proactive measures to mitigate them ensuring business continuity. How to Make it Happen - Implementing the Partnership To harness the full potential of this partnership, organizations should: Adopt a Data-centric Culture:  Encourage data literacy across all levels of the organization, emphasizing the value of information-driven decision-making. Invest in Technology:  Implement the right mix of technologies to capture, analyze, and protect data, including cloud computing, AI, machine learning, and cybersecurity measures. This may be existing "lights on" technology or, more likely, new technology implemented through a digital modernization effort. Foster Collaboration:  Break down silos and foster collaboration between IT and business units to ensure alignment of digital modernization efforts with strategic business objectives. Utilizing communication and adoption strategies from Organizational Change Management can foster this collaboration and enable employees to execute on day one of the new technology. Embrace Agility:  Adopt agile methodologies to quickly adapt to changes and capitalize on new opportunities. The convergence of digital modernization and the strategic use of information as an asset offers a blueprint for organizations seeking to thrive in the digital era. By embracing this partnership, businesses can unlock new opportunities for growth, innovation, and efficiency. The journey toward digital modernization is ongoing and constantly evolving, but with information as the compass, organizations can navigate the complexities of the digital age with confidence and precision. As we move forward, the question for businesses is whether they should embark on this journey and how quickly they can adapt and leverage the immense potential of the partnership between digital modernization and information. The future belongs to those who recognize and act on the power of this transformative alliance.

Information is a critical asset for any organization. This asset requires deliberate care, management, and governance. We view this as a threefold approach, encompassing Knowledge Management, Information Governance, and Data Governance, all essential for effectively leveraging information as an asset . While often used interchangeably, knowledge management, information governance, and data governance have distinct differences. Understanding these differences offers a more complete view of information as an asset. Knowledge Management  involves using organizational knowledge to enhance efficiency, aid decision-making, spur innovation, and cultivate a learning culture within the organization. It focuses on identifying, creating, capturing, storing, and sharing knowledge to promote reuse awareness and learning throughout the organization. This process is key to maintaining organizational integrity, ensuring sustainable use of knowledge, and boosting organizational performance. Information Governance  relates to the information itself and the collaborative efforts of organizations to improve its security, control, use, and optimization. It is a multifunctional responsibility beyond just the CIO or IT Team. It involves using information effectively and efficiently to achieve organizational goals, complying with legal and regulatory standards, and protecting information from risks like data breaches and cyber-attacks. Within Information Governance, information and data management are implicit. Data Governance is primarily the IT department's responsibility and a subset of Information Governance. It is centered on managing organizational data's availability, usability, integrity, and security. Grounded in internal standards and policies, it aims for control and consistency in data architecture, storage, security, lineage, integration, master data management, and loss prevention. Why Does This Matter? Loss of Productivity:  Multiple research reports illustrate that employees across various organizations dedicate 20% of their working hours each week searching for internal knowledge or connecting with colleagues for assistance to find information in existing systems.  Substantial Cost:  Fortune 500 companies collectively face losses of at least $31.5 billion annually due to knowledge-sharing inefficiencies. Retirement Concerns:  Approximately 4.1 million Americans are poised to turn 65 in 2024 and every year through 2027, according to an Alliance for Lifetime Income report. This poses a sizable challenge in terms of knowledge management and retention of information due to retirement. Poor Data Quality:   Only 3% of business leaders think their department has an acceptable level of data quality. Knowledge Management Program Value:  A McKinsey Global Institute Report reveals that robust knowledge management can reduce the time lost in searching for information by up to  35%  and even boost organization-wide productivity by  20-25% .  Data Governance Program Value:  Companies with a Data Governance program in place increase data analysis time by 2% and register a 31% improvement in data quality confidence. Information Governance Program Value:  McKinsey indicates that 40 to 80 percent of corporate data comprises ROT (redundant, obsolete, trivial) data. ROT reduction is one of the primary benefits of information governance. Because the average organization spends 25 percent of its IT budget on data storage and 75 percent overall on infrastructure, information governance can significantly impact IT spending. Information is an existing resource and a crucial asset for mitigating organizational risk, enhancing efficiency, and improving engagement with employees, customers, and constituents. Achieving the desired outcomes can pose a formidable challenge regardless of organizational goals. The importance of Knowledge Management, Information Governance, and Data Governance is often overlooked until a crisis occurs, such as a staff reduction, data breach, e-discovery issues, compliance sanctions, or legal setbacks. Moreover, the responsibility for information and data management is frequently seen as solely IT's domain rather than a collective organizational responsibility. Without a deliberate approach to knowledge management, valuable information may not be adequately captured or retained, especially when employees depart. Unfortunately, this presents a unique challenge, and being “knowledge reactive” is not good practice for any organization. Over time, the legal, compliance, and regulatory risks landscape becomes increasingly complex. Organizational processes tend to become more complicated, diverge from established standards, and fall victim to inefficiencies. Manual processes and fragmented communication lead to misunderstandings and errors, resulting in the loss of valuable knowledge. Practices related to the retention, access, security, and privacy of information can become outdated, inadequate, or misused, making information overly complex or even inaccessible. The application of AI in information and data governance and management is still an ongoing development. Faced with limited resources and expertise, agencies struggle to pinpoint inefficiencies and discover opportunities for improvement. At MSS Business Transformation Advisory (MSSBTA), we believe there is a better approach. Information as an Asset Mitigates Risk, Enhances Efficiency, and Fosters Engagement For agencies to effectively harness information as an asset, they should: Assess their existing Knowledge Management, Information Governance, and Data Governance practices. Evaluate their Information Maturity Level and compare it with similar organizations. Develop a roadmap for achieving a desired future state of maturity, outlining specific enhancements to mitigate risks, enhance efficiency, and boost engagement. Implement scalable and adaptable solutions that align with the agency's fundamental operations and accommodate the organization's increasing demands and complexities. Employ AI technologies to expedite projects and increase productivity. Foster a culture of ongoing improvement, continuously reviewing and refining processes and communication to ensure the agency remains nimble, responsive to change, and risk-averse. The result is a focused organization effectively using one of its most valuable assets to facilitate positive changes in risk mitigation, efficiency, productivity, and engagement with a resource already in-house. The magic is in executing the trifecta of using information as an asset.

At MSS Business Transformation Services (MSSBTA), we view information as a vital asset managed through a three-tiered approach: Knowledge Management, Information Governance, and Data Governance. Knowledge Management enhances organizational efficiency and innovation by managing the knowledge lifecycle from creation to sharing. Information Governance ensures information security and optimization, involving organization-wide efforts beyond IT to meet goals and comply with regulations. Data Governance focuses on data availability, integrity, and security, primarily under IT's purview, ensuring consistency in data management practices. These distinct yet interconnected strategies are essential for effectively leveraging information as an asset . The Data Challenge Many organizations need more data quality and integrity concerns, which impedes the effective use of information as an asset. Inaccuracies, incompleteness, and inconsistency across data systems characterize these issues. Poor data quality can lead to misguided insights and decisions, affecting the organization's performance and credibility. The scope of these issues includes:  Data Management Challenges:  According to an IBM report, businesses in the U.S. lose $3.1 trillion annually due to poor data quality, highlighting the extensive monetary impact of data management challenges. Cost of Poor Data Quality:  Gartner estimated that poor data quality could cost organizations an average of $15 million annually in losses. This cost comes from numerous factors, including wasted resources, missed opportunities, and incorrect decisions based on inaccurate data. Impact on Decision-Making:  A survey by Experian found that around 95% of organizations see an impact on their bottom line from poor data quality, affecting trust in the data used for decision-making. Data Silos:  Many organizations suffer from data silos, where information is stored in separate, disconnected systems. This fragmentation makes it challenging to get a comprehensive view of the organization's data, hinders data analysis, and complicates decision-making processes. Data Overload:  The sheer volume of data generated and collected by organizations can be overwhelming. Without adequate data management and analytics strategies, valuable insights can be lost in the noise. A Strategic Approach to Addressing Data Quality and Integrity Addressing these data quality and integrity challenges requires a strategic approach focusing on understanding information as an asset, adopting best practices in information and data governance, and fostering a culture that values data-driven decision-making. Committing to all three efforts provides a meaningful approach to better managing organizational data quality and integrity. 1. Understanding Information as an Asset Recognition:  Information should be recognized as a critical asset that requires proper management and protection. This understanding should be widespread across the organization. Valuation:  Implement methods to assess and communicate the value of data and information assets, making it easier to justify data quality and integrity investments. 2. Adopting Best Practices in Information and Data Governance Establish Governance Framework:  Develop and implement a robust information and data governance framework that outlines policies, standards, roles, responsibilities, and procedures for managing data across its lifecycle. Data Stewardship:  Appoint data stewards or guardians responsible for data quality and integrity within specific domains. They play a key role in enforcing governance policies and resolving data issues. Quality Management : Implement data quality management practices, including data profiling, cleansing, enrichment, and validation, to ensure data is accurate, complete, and reliable. Security and Compliance:  Ensure data management practices comply with relevant regulations and standards (e.g., GDPR) and incorporate data security measures to protect data integrity and confidentiality. 3. Fostering a Culture That Values Data-Driven Decision Making Promote Data Literacy:  Invest in training and resources to enhance data literacy across the organization. Employees at all levels should understand the value of data, how to interpret it, and how to use it in decision-making processes. Encourage Collaboration:  Foster a collaborative environment where data is shared and used cross-functionally. Breaking down silos encourages innovation and improves data quality through diverse inputs and perspectives. Incentivize Quality Data Practices : Recognize and reward contributions to data quality and integrity. Incentives can motivate employees to take ownership of data and prioritize its accuracy and completeness. Wrap Up Information is an existing resource and a crucial asset for mitigating organizational risk, enhancing efficiency, and improving engagement with employees, customers, and constituents. Achieving the desired outcomes and benefits associated with using information as an asset is worth the effort related to improving organizational data quality and integrity.

Preface This white paper is one of many case studies on projects that had yet to go as planned. Under a sub-category, Must-Have Strategies Revealed for Lean Six Sigma, this paper intends to raise awareness of the importance of the three disciplines required for project success. Little of this information is new. It’s not cosmic or procedurally Earth-shattering. However, I intend to walk through some project details, including what a project means, who does what, defining a successful project, the reality that projects fail, the importance of all three disciplines, and how you can apply this to your next or current project. Understanding Projects Let's begin by defining a project. Projects are temporary endeavors with a specific start and end rather than ongoing or spanning multiple generations. While initiating a project is often straightforward, bringing it to a successful close can be more challenging. Each project has a clear objective that needs to be achieved. Regardless of the project type, whether it's LSS, DMAIC, CPI, BPI, PI, CI, BPR, OCR, CMIP, PPM, Kaizen, PMLC, 5S/6S, 10-Step, 8-Step, or 6-Step PPSM, the principles we discuss in this paper are universally applicable. This inclusivity ensures that the information presented is relevant to your project, fostering a sense of connection and relevance. Denver International Airport In 1992, the Automated Baggage Handling System (ABHS), originally costing $238M, was installed at the new Denver International Airport (DIA). With 17 miles of track and viewed as the cutting-edge airport baggage system, this project was intended to raise the bar in modernization and efficiency. Within 16 months, another $560M was spent due to problems with its performance, which caused misdirected, delayed, and damaged baggage. By 2005, the system was scrapped due to rising costs and maintenance issues. In November 2022, 30 years later, and with a proposed price of $500M, the Denver City Council wants to bring it back to life. Process Improvement and Change Management are not just buzzwords, but powerful tools that can empower you to achieve your project's desired outcome. Understanding and implementing these disciplines can make a significant difference in your project's success, instilling a sense of capability and empowerment. 1.. Project Management This discipline is responsible for strategizing, organizing, and executing the project. It ensures that the project progresses efficiently and effectively from start to finish. Planning, procurement, execution, and project completion Follows PMBOK® Guide and policy Variety of certification types, experience levels, and industry specifics Requires organization, teamwork, and attentiveness Focuses on scope, budget, and deadlines, ensuring and keeping track of all things milestone-related 2.. Process Improvement This area examines and enhances existing processes to align with the project's objectives. By streamlining operations, the project can achieve its goals more efficiently. Leads, analyzes, structures, and coaches business improvements Applies CPI/LSS tools/ techniques via IASSC, ASQ, etc. Increasing levels of certification leads to advanced project types Wears multiple hats throughout Insists on gaining efficiencies and improving the way business is done 3.. Change Management This discipline concentrates on facilitating the smooth implementation of the project, particularly concerning the human aspect. It guarantees that the organization embraces the necessary changes without any significant disruptions. Leads, analyzes, structures, and coaches business improvements Applies CPI/LSS tools/ techniques via IASSC, ASQ, etc. Increasing levels of certification leads to advanced project types Wears multiple hats throughout Insists on gaining efficiencies and improving the way business is done These three disciplines must collaborate cohesively and harmoniously for a project to succeed. Defining Project Success A successful project meets its objectives within the defined timeframe and budget while improving the organization's performance. It should also positively impact stakeholders, such as customers, employees, and shareholders. It is important to note that success is not just measured by meeting project goals but also by how well the project is received and adopted by the organization. Whether it's an ROI or KPI deviation, or 101 if not 1,001 other measuring sticks, as is said, it 'must be measured.' This is discussed in the Measure Phase of DMAIC, the PDCA Plan phase, and Step 2 in the PPSM or 8-Step A3 style problem-solving approach. We can turn to our metrics, dashboards, and stats. Yet ultimately… who gets to say, "That's a successful project?" Is it the customer? The stakeholder? What about the project lead or LSS/CI' belt'? Everyone? What could go wrong, right? Finally, do you believe your gut or intuition is a viable measuring tool? Reality: Projects Fail The Automated Baggage Handling System at DIA shows that projects can and do fail. However, failure is not necessarily a bad thing. Failure can lead to valuable lessons learned that can be applied to future projects. It is critical to identify the root causes of failure and take corrective action to prevent similar issues from happening in the future. What is a ‘failed project’? Now, when we say failure… We’re talking about a project that has Stopped, Is on hold, is Slow, or maybe the worst, is Disengaged. Not all, yet many do. They say that you can’t talk about “failure.” No one sets out to fail. Sometimes, as my friends over at the “Chopped” Food Network series stated, you need to make do with ‘what’s in the basket.’ We typically hear that projects fail for these reasons: No kaizen spirit No particular focus on quality No continuous flow cells No visualization of lead times Process inputs not well-understood Sampling mixed-up variability sources No thought to a reaction plan Lack of clear purpose and goals Inability… Ineffective… Lack of… To name a few. Now, to take it up a level, a few years ago, The International Journal of Quality and Reliability Management released the study Critical Failure Factors of Lean Six  Sigma: A Systematic Literature Review. They reviewed 56 published papers to find the common failures with LSS design and approaches. Over 20 years, 34 factors were identified. These are the top 15: Lack of top management attitude, commitment, and involvement Lack of training and education Poor project selection and prioritization Lack of resources (financial, technical, human, etc.) Weak link between CI projects and strategic objectives of the Org. Resistance to cultural change Poor communication Lack of leadership skills and visionary and supportive leadership Lack of consideration of the human factors Lack of awareness of the benefits of Lean/Six Sigma Wrong selection of Lean/Six Sigma tools Narrow view of LSS as a set of tools, techniques, and practices Lack of understanding of the different types of customers/VOC Lack of employee engagement, participation, or team autonomy Lack of process thinking and process ownership The Importance of All 3 Project Disciplines This leads us to some questions, starting with “So what?” Or maybe a better one could be, “Where do we go next?” I want to propose the power of three! I’m talking about those three disciplines we spoke of earlier. I want to propose that those three disciplines are like a tripod! A tripod is supported at the top by three legs; all three are needed, they serve a balanced purpose, and typically, each leg is adjustable. They are balanced and disciplined. As always, projects come in all sizes and, in many cases, have increasing complexity. An example would be when more team members are added, or timelines are changed during or just before a project’s start. As we look at the elements, we find that our projects sit atop those three legs or, as we said before, disciplines. The PM, OCM, and PI are at the foundation. Yet you quickly notice that our project leader is in the middle, acting as the gimble, constantly pivoting to ensure the project is on track. However, when one of those disciplines is weak or coming up short, the project leader tends to be left to do their very best to keep the project level. This is where you begin to recognize the need for some critical questions. What are the risks? How long can that project leader maintain such balance? What is the effect on quality? As mentioned, this is not a new methodology nor a simple checklist. However, I intend to impress upon you that as you prepare for, drive through, or find yourself in the middle of that struggling project, remember the following…A tripod needs those three legs to maintain balance, just as your project needs three specific disciplines: Organizational Change Management, Project Management, and Business Process Improvement. Let’s apply this to the list of the top 15 common failures mentioned earlier. Using some color coding, we begin to see clarity. Poor selection, prioritization, and resources get the PM tag, while culture change, communication, and engagement get the OCM tag. 1. Lack of top management attitude, commitment, and involvement 2. Lack of training and education 3. Poor project selection and prioritization 4. Lack of resources (financial, technical, human, etc.) 5. Weak link between CI projects and strategic objectives of the Org. 6. Resistance to cultural change 7. Poor communication 8. Lack of leadership skills and visionary and supportive leadership 9. Lack of consideration of the human factors 10. Lack of awareness of the benefits of Lean/Six Sigma 11. Wrong selection of Lean/Six Sigma tools 12. Narrow view of LSS as a set of tools, techniques, and practices 13. Lack of understanding of the different types of customers/VOC 14. Lack of employee engagement, participation, or team autonomy 15. Lack of process thinking and process ownership To take it one step further, we see a weighted scale of the top 15 and how the responsibilities could be assigned. Poor project selection and prioritization Lack of resources (financial, technical, human, etc.) Lack of process thinking and process ownership Lack of top management attitude, commitment, and involvement Resistance to cultural change Poor communication Lack of employee engagement, participation, or team autonomy Weak link between CI projects and strategic objectives of the Org. Lack of consideration of the human factors Lack of awareness of the benefits of Lean/Six Sigma Wrong selection of Lean/Six Sigma tools Narrow view of LSS as a set of tools, techniques, and practices Lack of training and education Lack of leadership skills and visionary and supportive leadership Lack of understanding of the different types of customers/VOC To take it one step further, we see a weighted scale of the top 15 and how the responsibilities could be assigned. Poor project selection and prioritization Lack of resources (financial, technical, human, etc.) Lack of process thinking and process ownership Lack of top management attitude, commitment, and involvement Resistance to cultural change Poor communication Lack of employee engagement, participation, or team autonomy Weak link between CI projects and strategic objectives of the Org. Lack of consideration of the human factors Lack of awareness of the benefits of Lean/Six Sigma Wrong selection of Lean/Six Sigma tools Narrow view of LSS as a set of tools, techniques, and practices Lack of training and education Lack of leadership skills and visionary and supportive leadership Lack of understanding of the different types of customers/VOC BPI Leads, analyzes, structures, and coaches Applies CPI/LSS tools/techniques via IASSC, ASQ, etc. Increasing levels of certification leads to advanced project types Wears multiple hats throughout Key Takeaways Not every project requires an overly skilled title to be successful; however, ensuring the right disciplines are there is. Close the ‘knowing-doing’ gap by recognizing the need early and applying these disciplines throughout your project. Project teams are powerful. They unleash their creativity and increase the probability of success by effectively utilizing all three project disciplines. Conclusion Project success requires the involvement of project management, process improvement, and change management. Defining clear objectives, identifying potential risks, and working together seamlessly to ensure project success is essential. Failure is not necessarily bad, but it is necessary to determine the root causes and take corrective action to prevent similar issues from happening by recognizing them early. Applying these principles to your next or current project can improve your chances of success.

The solution to this issue is a results-driven leader who manages a straightforward, tested approach and oversees its disciplined execution. This involves significantly more than a project manager who identifies and tracks a list of tasks. It involves three interrelated disciplines that we call Leadership, Governance, and Accountability. Leadership A digital modernization leader (DML) is pivotal in steering an organization through digital transformation. Digital modernization leadership transcends traditional project management roles. In addition to demonstrating essential leadership qualities like integrity, decisiveness, adaptability, and empathy, DMLs foster a culture of innovation, encourage risk-taking, support the executive sponsor, and communicate the journey's significance to all stakeholders. DMLs serve as cross-functional change catalysts who guide the entire organization through the challenges of modernization. Without this capability, projects quickly veer off course, and costly mistakes and delays pile up. DMLs focus on the big picture, drive others toward the ultimate business goal, embody the benefits of change, and provide clear, consistent direction. Chaos reigns if an organization does not fill this indispensable role, overestimates a leader’s abilities, or underestimates the challenges associated with the modernization effort. First, the organization will lack alignment. Users, project contributors, functional leaders, and vendors will be on different pages and moving in competing directions. Second, people rarely welcome change. Users will fight to maintain the status quo or derail the necessary changes when a leader does not account for this. Adoption suffers as a result. Third, the organization may lose sight of the desired business outcome. Instead of improving business outcomes, the project becomes a futile exercise of micromanaging minutiae and checking boxes. This tediousness impedes individual work, demotivates people, and causes everyone to lose sight of the end goal. Ultimately, the project fails to meet intended objectives, and the organization squanders critical time and resources. Governance If Leadership provides the energy and direction for change, Governance provides the structure and oversight necessary to align digital initiatives with the broader business strategy. Digital modernization is not a generic, one-size-fits-all project management process. It requires a deep understanding of emerging technologies and evolving best practices. It demands a tailored approach considering an organization's unique needs, existing infrastructure, and long-term goals. Governance ensures everyone understands the roles and responsibilities required for a successful digital modernization, funds each role appropriately, and fills those roles with proven resources. Governance aligns digital investments and organizational goals, mitigates risks, and allocates resources efficiently. Well-defined governance frameworks establish clear goals, roles, responsibilities, and decision-making processes. A robust governance framework will drive employee and stakeholder engagement, prompt decision-making, and a continued focus on outcomes instead of tasks. Poor Governance leads to increased costs, wasted time, and a less successful modernization. Accountability Finally, Accountability is the linchpin that holds the entire process together. Every stakeholder, from leadership to frontline employees to software vendors to consultants, must be accountable for their roles in the modernization journey. Each person must be able to support the initiative's overall goal. Even with the right team and methodology, projects can stall without strict execution, discipline, and accountability. The DM leader must have the ability and authority to hold all players accountable. This is typically where a third party has an advantage over an internal employee. A third party in a digital modernization leadership role has the authority, battle hardiness, and soft skills required to have difficult discussions with all stakeholders (from senior leadership to employees to vendors) that organizational norms make more challenging for an internal leader. The bottom line is that no matter how good the planning and governance are, no DM initiative can be successful if all parties are not held accountable for their performance. Digital modernization is a complex and multifaceted responsibility. It involves collaboration across diverse levels, departments, and vendors. Who is the right “leader”? There isn't a one-size-fits-all answer. While the DM Executive Sponsor holds ultimate accountability for the DM initiative, choosing the right day-to-day results-based DML is mission-critical. The right DML needs to have the time, capability, and experience required to drive the day-to-day performance of the initiative. Without this crucial role, digital modernization will fail. Combining a solid methodology with experienced people positions the organization for a successful digital modernization.

As seasoned veterinary consultants, MSS Business Transformation Advisory (MSSBTA) has the privilege of working with numerous practices in the US and Canada, witnessing firsthand the transformative impact of investing in team growth and development. In today's competitive landscape, veterinary practices must recognize that their greatest assets lie not only in state-of-the-art equipment or innovative treatments but also in the talented individuals who comprise their team. Let’s explore the powerful connection between team development, involving the entire practice in strategic planning, and practice profitability, and understand why fostering a culture of continuous learning and career growth is essential for long-term success. Throughout the business coaching process, we will work with you and your team on communication and when and how to engage the team to create alignment now and on future goals. Elevating Clinical Excellence for Veterinary Practice Profitability At the heart of every successful veterinary practice lies a commitment to delivering exceptional patient care. By investing in the ongoing education and development of your veterinary team, you're not only enhancing their skills and knowledge but also elevating the quality of care provided to your patients. Continuing education programs, workshops, and training sessions empower your team to stay abreast of the latest advancements in veterinary medicine, from cutting-edge treatments to emerging best practices. By equipping your team with the tools and resources they need to excel in their roles, you're fostering a culture of excellence that directly translates into improved patient outcomes and client satisfaction as well as reduced complications, lower costs, and higher profitability for the practice. Boosting Client Satisfaction and Loyalty In addition to driving clinical excellence, investing in team growth and development also plays a crucial role in empowering team members and driving their happiness, thereby enhancing client satisfaction and loyalty. Clients trust veterinary practices that demonstrate expertise, professionalism, and compassion in their interactions with both patients and pet owners. This employee satisfaction and knowledge helps educate clients about preventive care, treatment options, and post-operative care instructions, empowering pet owners to make informed decisions about their pets' health. By providing personalized and compassionate care, your team can build strong relationships with clients, leading to greater trust, loyalty, and referrals. Improving Efficiency and Productivity Effective team development goes beyond clinical skills and client interactions—it also encompasses fostering teamwork, communication, and collaboration among team members. A well-coordinated and cohesive team can streamline practice operations, improve workflow efficiency, and maximize productivity. By investing in team-building activities, leadership training, and communication workshops, you're empowering your team to work together more effectively, share knowledge and resources, and support each other in achieving common goals. A culture of collaboration and teamwork not only boosts morale and job satisfaction but also leads to greater efficiency and productivity in day-to-day operations.  For instance, having twice-a-year personal development plan reviews and job shadowing opportunities shows a level of dedication and team building that will elevate your practice and team loyalty. Fostering a Culture of Innovation and Adaptability Investing in team growth and development is essential for fostering a culture of innovation and adaptability that enables practices to stay ahead of the curve and remain competitive. Encouraging creativity, feedback, curiosity, and lifelong learning among your team members cultivates an environment where new ideas are welcomed, experimentation is encouraged, and continuous improvement is the norm. By empowering your team to embrace change and adapt to new challenges, you're positioning your practice for long-term success and sustainability. At MSSBTA, we believe there is a better approach. Investing in team growth and development is not just a luxury—it's a strategic imperative for veterinary practices looking to thrive in today's competitive landscape. By elevating clinical excellence, boosting client satisfaction and loyalty, improving efficiency and productivity, and fostering a culture of innovation and adaptability, practices can drive profitability and achieve sustainable growth in the long term. Schedule a free call with us to learn how industry best practices and our coaching drive employee engagement and greater practice profitability.

Strategic planning serves as a cornerstone of success for every dynamic veterinary organization. As experts in veterinary practice strategic planning, we at MSS Business Transformation Advisory (MSSBTA) are eager to share our playbook—a comprehensive guide designed to help veterinary practices navigate the complexities of rolling 3-year strategic planning and chart a course for long-term success. Understanding the Importance of Veterinary Practice Strategic Planning At its core, strategic planning is about setting clear goals, defining actionable strategies, and aligning resources to achieve desired outcomes. In the context of veterinary practice management, strategic planning is essential for guiding decision-making, fostering growth, capital planning, and ensuring the sustainability of the practice. Strategic planning provides a roadmap that outlines the practice's mission, vision, values, and overarching objectives. By articulating a clear direction and purpose, strategic planning enables veterinary practices to make informed decisions, allocate resources effectively, and adapt to changing market conditions with agility and resilience. Assessing the Current State of the Practice First, MSSBTA utilizes a complete workbook to conduct a comprehensive assessment of the current state of the practice. This involves evaluating various aspects of the practice, including community outreach, IT infrastructure, staffing, operations, finances, and supporting metrics, as well as internal capabilities and external market dynamics. As one client told us following the first year, “I didn’t know how much I needed a Business Consultant.  In 2022 we lost $94,000 and in 2023 after working together for the year we made $2000”.  With MSSBTA, we have structured calls as we run through the workbook and touch on concepts such as: What drives 80-90% of top line revenue? Is that the right service mix for us as we work toward our 1-, 2- and 3-year goals? What are we charging for each service compared to what are the competitors charging? How much do we pay for each product and what is our profit margin on each product? This also includes client satisfaction metrics, as well as competitive pressures, regulatory mandates, technological advancements, and shifts in client service preferences. Setting Clear Goals and Objectives With a solid understanding of the practice's current state, the next step is to set clear and achievable goals and objectives that align with the practice's mission, vision, and values. Goals should be specific, measurable, attainable, relevant, and time-bound (SMART), allowing for effective tracking and evaluation of progress.  This is a process that is conducted for year 1, year 3 with year 2 as the last focus.  These are reviewed quarterly and are always a rolling 3 years. Common strategic goals for veterinary practices may include increasing patient volume and revenue, improving client satisfaction and retention, expanding service offerings and geographic reach, optimizing operational efficiency and staff productivity, and fostering a positive workplace culture and team engagement. Developing Actionable Strategies and Initiatives Once goals and objectives are established, the next phase of strategic planning involves developing actionable strategies and initiatives to achieve them. This includes identifying key focus areas and priority initiatives, allocating resources and responsibilities, establishing timelines and milestones, and implementing performance metrics to track progress and measure success. Strategies may encompass a wide range of areas, including marketing and client acquisition, clinical excellence and service differentiation, operational efficiency, financial management and revenue optimization, staff training and development, technology adoption and innovation, and community engagement.  We have a benchmarked rolling 3-year strategic plan with metrics and accountability that will transform your practice. Monitoring and Adapting Strategic planning is not a one-time event but rather an ongoing process of monitoring, evaluation, and adaptation. It never ends!  Veterinary practices must regularly review progress against strategic goals and objectives, analyze performance metrics and KPIs, solicit feedback from stakeholders, and adjust strategies and tactics as needed to stay aligned with evolving market dynamics and internal capabilities. By fostering a culture of continuous improvement and learning, veterinary practices can adapt to changing circumstances, capitalize on emerging opportunities, and mitigate potential risks and challenges, ultimately positioning themselves for long-term success and sustainability in a competitive marketplace. At MSSBTA, we believe there is a better approach. Strategic planning is a critical component of veterinary practice management, providing a roadmap for success and guiding decision-making in an increasingly complex and competitive industry landscape. By following our playbook of workbook, budgeting, and rolling 3-year strategic planning, combined with 1:1 coaching, veterinary practices can navigate challenges, capitalize on opportunities, and achieve their goals of delivering exceptional patient care, driving practice growth, and fostering a culture of excellence and innovation.