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March 05, 2022

RPA & IA Live - SPEAKER SPOTLIGHT: RPA & Intelligent Automation

Courtesy of Jamaica Public Service Company's Damani Brown below is a transcript of his speaking session on 'RPA & Intelligent Automation' to Build a Thriving Enterprise that took place at the RPA & Intelligent Automation Live Virtual Conference.

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Session Transcript:

We have directly from beautiful Jamaica We have, I'm so excited about this next speaker, and I'm talking about that many Brown, who is a leader of this transformation. He is a strategic leader, who seeks to optimize processes and realize cost savings.

While increasing efficiencies in delivering value to customers, through digital transformation, is committed to leading and transforming teams to deliver high quality services. So, let me tell you a little bit more about the money.

He has worked and led organizations in government, ..., financial services, and the largest electricity utility company in America. He's an expert on delivering value using technology and digital transformation that money. It's a real pleasure and honor to have you with us.

Thank you so much for sharing your wisdom and expertise with our global audience today Thank you very much for having me as well. say, and good afternoon everyone It is fantastic to be here.

I'm very excited to be sharing with you This morning.

I'm I don't intend to be too long with you, so let's see if we can actually just run through this presentation as quickly as we possibly can.

All right, so first things first.

We're going to be talking about how are we improve or operational, um, Accountability or Organization accountability and Productivity?

OK, so first things first. My name is ... Brown, and here we go.

Here are some useful phrases that you might need to know throughout this presentation. All right, if you hear me saying, Wow! Guan!

right? Let me see that slowly again. While Gwan, it means Hello, how are you doing?

If you hear me say, What good?

It means I'm wishing you safe travel and future success. All right, so you have some nuggets to take home with you if you want to utilize some Jamaica and freezes or salons. Or if you hear someone are only using some of these phrases, you have an idea what they mean.

Damani Brown imgYou hear someone says, Boy, this salt, salt, means bad luck, or something didn't go as planned. A word that we'll get a little familiar with as we go into today's presentation.

Alright, so here we go.

We're going to be going through a case study today. We're going to be looking at a company called the Jamaica Public Service Company, where I wasn't digital transformation lead at GPS. This is the largest utility in Jamaica and I'm going to tell you a little bit more about that as we go.

And then we're gonna go into a bit of what the reporting environment was like and how we use RP to actually improve their reporting environment within GPS, OK? And then we're going to take a look at the impact, what was the value that was delivered? And we're gonna walk you through the steps. So here we go.

First things first.

You're wondering and the elephant: do they have elephants in Jamaica? No!

We don't have any funds here in Jamaica.

But I chose the ...

as the image that I would use on this particular slide because they say, an elephant never forgets, is filled with wisdom, and there is a sense of maturity and age and growth that comes across from an elephant.

And I think everything about the elephant kind of encapsulates what GPS is.

GPS is main to easier, has all been in operation since 19 23, and they're the single provider of electricity in Jamaica, right?

Herbig business, they have some 800,000 customers, right? It's across the island. So they do impact and serve a wide number of persons here in Jamaica.

OK?

Now, the company, as, uh, very specific vision, they want to transform themselves into a modern, profitable, and agile energy business, right? And no you're saying, OK.

How does an elephant become agile, right?

Elephants are usually very slow, elephants don't normally get up and start running unless something is really bad, right?

Well, in this case, GPS decided that it needed to start running because things got really, really bad, OK? And we're going to be talking about how we use urby to solve some of the people issues, that came with a very bad scenario.

So, first and foremost, here's where we are.

The old JBS used to have, a lot of employees are spending the time on reports in activities, OK?

The consistency of operational processes was was not there.

Things were not always streamlined. Some, these persons do things well are the days they did them differently.

Or someone might do something in one way in one part of the island, and then in another part of the island.

We're doing a completely different process to deliver the same service. So there are a number of challenges and issues that were there.

Btog CTAOftentimes senior management had challenges with being able to look in and say hey, what actually cause the outage in this parish?

Or what is drag queen the increase in heat reproduction in this parish?

And it was very difficult for senior management to drill down at a moment's notice to actually figure this out.

They don't want to move from that sort of culture, and not myths are not functioning that operate in Mecca.

Old elephant, torn more Agile elephant, and what does that look like?

Well, cost of service is low, because our internal processes are very good, very efficient.

Employees spend more time on higher level tasks and not so much time on menial, repetitive tasks.

And, so, the need for automation and deployment, of technology, cloud solutions, is pivotal out, in order for us to achieve this.

We want to be able to have fun, better decision making capabilities are available within the organization. So there are a number of different things, excuse me, that we needed to do in order to achieve this.

And so we're going to get into a little bit of how we can go about moving from the old GPS to the new GPS.

Now, here is a brief and recent history, to give you some context as to what exactly is taking place.

Now, in 20 18, the board decides, hey, we need to make more money, and our operating expenses are way too high.

So, what do we want to do? We want to increase our profits and we want to reduce our operating expenditure.

But, at the same time, we don't want to stop development.

So, the board says they want to continue pushing technology, they want to continue modernizing And so they went forward with those initiatives.

Now, as a spill off from that, what happened in 20 19 is we got those margins.

But staff morale took a hit, right? Productivity, goes on, decline.

People don't feel appreciated, They don't feel valued.

They feel overworked accountability becomes an issue.

And then by 2020, the company decided, Hey, we're going to introduce a new reporting mechanism in order to resolve some of these issues in productivity and accountability.

But they're not doing it with the use of any form of technology.

This has been done strictly from a policy perspective where the company moves from reporting on a monthly basis and bi weekly in some instances to a weekly reporting interval, and in some cases daily.

No focus is placed in 20 21 on changing the culture and using digital transformation and agile methods.

Now, that's the interesting year that we're going to look into what happened in 20 21.

Where are we able to actually increase productivity and accountability?

Or I did everything remains the same? Let's take a look and see what happened in 20 21.

The problem was, as we were mentioning before, Staff morale is low.

What the company wants to push and introduce I'm data driven decision making process within the organization.

Now those two things don't go so well together change.

And unsettled are disgruntled employees, is never a good mix.

It's always a recipe for disaster.

So we needed a quick way to get everyone onboard.

We needed a quick way to arm everyone with the right mindset, mediated something.

That made the technology nazim invasive, or not seem as though it is coming to, replace them, or make things worse, but would actually be something that would be beneficial to them.

So here, it says, RPA was our solution, right.

In the end, we decided that we needed to track some 340 metrics. And I know that sounds like a lot, and I'm going to explain how we got to that number in just a second, right?

Now, what did we do to solve this problem, where we came up with a digital transformation program, the digital transformation program?

I'm focused on three key project areas.

Data governance, which enabled us to look at how we were managing R&D. And so what's the data that we have?

Who is the owner of the data?

What how should this need to be classified? We looked at all of that.

We also looked at system rationalization.

what are the pieces of technology that we have within the within the organization?

How are they being used?

Is there a duplication?

technology?

Is this the most cost effective solution?

How can we use the technology that we have to bring up both the cultural change and the increase in productivity and accountability that de Bord desires?

And finally, the third component of the project was, How is it that we go about digitizing our processes?

Is it that we're stuck in that state, or using manual processes all the time? Can we transition to something that is more digital, something that's more online, something that's more mobile? And that was what the digital transformation program was on boats.

Email Graphic Virtual Conferences (4)-1All three of these programs needed to combine needs into a central reporting framework, on Dashboard, you had dashboards in the past.

But we had situations where we had inconsistencies in the dashboards.

We weren't necessarily repin the value that we wanted to get from the dashboards, and data accuracy was an issue.

So we need to fix all of that in this one year in the digital Transformation program.

No.

Before we embarked on this initiative and we started to do what we said, What is the major pain point for the people? What are people struggling with?

What are they actually using their time to do?

And we realize that persons spend a lot of time actually creating reports.

So what we did was that we did E full analysis for every employee, we looked at all of the workload, So persons had to sit down and they listed on the tasks that they do, and I'm sure you're familiar with something very similar to this.

This here is actually an example that I use because I not authorized to share the actual data with you, but we were able to look at Ana of the, the employees.

What we're doing now, we found that for the average full-time employee, they were working 4 to five hours per week.

In every 40 hour workweek no wonder, people felt stress. No wonder people did not feel appreciated. No wonder productivity went and I decry.

We're reducing, reducing our operating expenditure, getting tighter on stuff from 20 18 and 2019.

But the staff, the people who are driving the company forward and drive in the process forward, they were feeling overworked.

And the results were there to prove it every week.

Each employee does more than 40 hours of work. So one major objective that we had was to try and bring it down to bring it back into to arrange That is acceptable.

Let's try and get it down to 40 over a three year period.

So we are systematically trying to break Dawn what we had created before and that enabled persons to be working so many extra hours each day.

Right.

Now, coming out of this analysis, we found that employees were using up to 30% of their time each week, up to 30% of their time, each week to actually just work on reports.

So we're talking about activities, such as data gathering, data analysis, just creating visualizations, and presenting them, And they are not even yet in the meetings, where they'll be presenting this data. So, you see, there is so much time and effort that is placed into reporting related activities across the organization, and you may find that within your organization as well.

You do an analysis, you will realize that, hey, we're spending a little bit too much time on this activity, how can we look to enable or seek to enable our employees to maximize their time in a bit? So we, how can we make work easier for them?

And, at the same time, provide some additional benefits to the organization.

So, when we looked at it, we realized that, hey, these three categories of employees: supervisors, managers, senior managers, those persons were persons who are mostly affected.

And then, it came dawned on us If all the leaders in the company are spending at least a third of their time just dealing with reports and reporting, how can we get better decisions made that will actually lead to an increase in profitability, or reduction in our cost.

Right, how can we even move to somewhere where we're going to transfer these benefits to our customers?

This was a problem that needed to be fixed and needed to be fixed quickly.

So how did we go about solving this problem?

Well, we tried to keep it simple. My general approach to things is, I like to keep it simple.

So this was the methodology that I used was very simple, The first thing, what's the establish, a process inventory?

So, we went throughout the entire company, and we did a full end to end check. Hey, what processes do you use? What do you, what do you do on a day-to-day basis when you're coming to work?

What exactly do you do?

And we broke down for every job role and function in every department, what are the key processes.

We were able to narrow down our list because as you can imagine, it would have been quite an extensive list of different things to run a utility that serves an entire country.

And we kind of narrowed it down to 340 different processes.

So after we had those 340 different processes, technically through Engine of 44, you know, a few, we're adding the last in there.

When we had those processes, we had to sit down, and due process mapping. That was a second step in the methodology.

So, we sat with all the executive leaders, or the managers, and we said, OK, for this process, what is the output that you want?

What is, what does this drive, Why does this number matter?

What is the real number that you want to be looking at? Should you be looking at this number? So, we went through all of that. We identified the data sources. We did all of that in that stage.

Afterwards, we establish what the outputs were.

Should this be something that is going to be delivered as a PDF document? Is it just a graph? Is this an Excel sheet? Is this a flat file?

Is this something that should be loaded inside of our data repository, should it go into ..., for example.

We looked at all of those things, where is the data sitting, where does the data come from, what does it do?

And after that, we move to the digitization of quantitative and qualitative data sources. So once we identified all data sources, you had to sort them separate, OK?

For these quantitative data sources, we have 220 of them, and we have 120 qualitative data sources. That's a problem.

We need to standardize if we're going to meet this 340 KPIs and process targets.

So, we came up with a way to actually sort Mentos. And what we did was, was very simple.

We look for all our quantitative KPIs, which ones were coming from systems that we had access to the database already.

Screenshot (4)So if we had direct access to the SQL database, we just plugged it into our data warehouse, pull the data out from there, presented its in Power BI, data manipulations there.

But for the qualitative data sources, and for some data sources that were not necessarily in a standard setting.

This was problematic, and we're going to talk a little bit more about how we treated with that soon.

And the final stage was that, we needed to, of course, automate all the stages of the report generation process that we had previously described, and that is where ARPI comes in to save the day.

Remember, we're talking about the reporting environment. So, there were three things that we observe in the reporting environment.

First thing was that there was low standardization across divisions.

Reporting formats were not the same.

So, it, it, it resulted in a situation where we were not speaking the same language all the time, which is problematic.

Of course, the second thing was, the report in depth and insight was very difficult for a C level executives To drill down and do a root cause analysis, as is required or as the so desired.

So, for example, if they wanted to know what was driving losses in a particular parish in the country, it was difficult to get that information.

They would have to leave the meeting and let's say to the manager, hey, I would like to find out what is causing this. And the manager would have to leave.

Go and do his research.

Get this stuff together, and come back in a week, and see, this is the results.

Now, we're we're moving from that old dinosaur that old elephant to new Agile sprint.

So, we needed to be able to get results faster.

The final problem that we realize in the reporting environment, was that some of our applications had very poor reporting capabilities already hadn't known at all.

So, this was due to the fact that several applications that were creating these new data points and acted as data sources.

We're actually internally developed.

The only provided basic reporting capabilities, are we had a similar challenge with some of our vendors, as well.

Some vendors would actually e-mailed to us the various, um, documents, or reports, that we would need for that particular application, and we wouldn't be able to have access to the printouts.

So we had quite a number of little messy pieces that we needed to standardize and kind of put together.

Now what did we do with RP to actually eliminate that? Well?

It was very simple. We broke it down into, into three steps.

We came to the staff, and we said to the team, Hey, we wanted to make your work later.

We realize that for every for a given week, you can spend up to about 12 to 15 hours just working on reports.

We want to take that responsibility away from you, and enable you to focus on some higher order tasks. We want you to be able to become an expert analyst, want you to look and find solutions to the problems that we're having.

So, ARPI allowed us to increase the available productive hours for employees by eliminating the time spent on data gathering.

These are processing report compilation.

Secondly, we were able to improve the quality of our data and our accuracy in our data, as well.

So, there was no more guessing that spell a norm on numbers that just did not seem right.

We were able to tell the truth immediately, And everyone was, was, was able to know the truth and see the truth at their fingertips.

Finally, we use RPA to increase the reports infrequency.

No longer did we need for any manager to leave our meeting, come back one week later.

No, We could actually, no say, Hey, I can tell you this answer, right, no.

And we decrease the reporting interval for all of the reports from monthly to weekly and daily. So, we have these most of the reports being being run on a daily basis and being generated by a daily basis. An RFP handles all of that.

Um, now, inside of GPS, what are how ARPI works is very simple, we build out on the Microsoft 365 stack and we, we took toolbox.

So that tool power automate licenses with the power automate unattended add-on available as an option on this.

And we use one, but for testing. We use the other one for production.

Now the one box that is in production handles approximately 120 different KPIs.

Remember, earlier I said that we identified 340 processes, and some of them were qualitative somewhere quantitative.

The bulk of them that were quanti qualitative were these 120 KPIs either do or qualitative, or the came from some ad hoc system that we didn't have direct access to the database.

So they were 120 different pieces of information that we needed. So similarly, we needed to automate all of the steps in these 122 different processes.

So we did that by creating the jobs and we shadowed them based on their system of classification, the reporting frequency and the time at which the reports will be needed.

So, say, for example, report would be needed in the morning, Then you know that the job would have to be scheduled to be to be right from, in, the, Hope, from, from the nights.

So, that's what we kinda need there, to ensure that we were delivering all our reports on time, that the bots were, actually, I'm doing the calculations when they shouldn't be doing it, because everything ran on a schedule, and we had someone there, check and monitor, both the production and the dev environment, OK.

Now, the box also was able to maintain historic on uptime statistics. No.

Damani Brown imgThis is actually a very important thing for us as a company, because for some systems, we were actually tracking this for some of them manually.

Most of the critical systems, we could tell from E: from A From the server side, when you could tell the availability and uptime of the cerebral, you could you could look at it from that way, but we couldn't tell when there were service disruptions that only the user is experiencing, you could only tell that by doing manual checks.

So we didn't have the tick in place to actually support that level of accuracy that was required.

Now, using RPA we can actually tell these things at a moment's notice because we have a box that is periodically checking for uptime all the time.

Finally, RP helped us to eliminate or the manual user interface for interventions in the reporting pipeline.

So it does, It's a very simple four step process. It logs into the application in order to e-mail.

It, does the configurations.

Don't loans whatever reports or information that is needed, it does some normalization of the data and pushes it over into the data repository in, in Dremel.

And that we, we then took those datasets, publish, publish them in Power BI, created the visualizations, and centralized it on SharePoint.

This way, everybody has access, or the relevant persons who need to have access to particular pieces of information.

They have access to those pieces of information.

We were also able to use RP too, gather so much data that we could drill down up to four levels before we couldn't drill down any at all. But because of the frequency with, which we're gathering data. And the multiplicity of data points you are not able to drill down into a bitter root cause analysis. And all of this was put in place in 20 21. We're building it on the power platform.

Using Power BI for our business analytics where use power automate for automation.

We use power apps whenever we needed to develop any application to support or feed it data tool or poor automate flows.

No, what RP Technology has done overall is to lift the burden off the shoulders of the team.

And it allows them to have more time to focus on solutions rather than on checking boxes.

Now what? What does that look like? At the end of the day?

After we have done all of this, all the sorting, all the not data normalization, all the data governance, everything that we've put in place, all of the automation and the flows, and it takes that.
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What was the end result?

This was the end result.

We're, leaders are now able to do drill downs, four levels deep.

And, that could be now done in real-time.

Report creation was reduced from on average, to 12 hours that we spoke about.

So, an average of about 30 minutes per week, team members were able to gain at least two extra hours each day.

Enabling their productivity.

Managers became more proactive, because, no, no, there was a greater requirement for accuracy and accountability. So, the, raise the standards of accountability within their teams automatically because the reports in frequency and the.

Finally, we were able to.

so, actually, creates a scenario where we could reduce or a TPS, and this is, this is ultimately one of the major benefits that can come out of utilization of technology, such as RPA, with the elimination of redundant processes and activities.

We can move forward and say, All right, we don't necessarily need presence in this, this area anymore.

We can move them to somewhere else, or we may have to consider other means of separation because we don't have, we don't have a need for that anymore.

We were also able to implement policies to support the use of all of these dashboards and reports that were coming out at the end.

And this was actually a very critical move, because it actually set the tone for the culture change that took place. No.

That's the, the requirements.

Are Bien bean run from end to end in the organization, from CEO?

So, entry level employee, everyone has to use the same reporting format. You have to use the same technology. They have to use the same dashboards that allowed us to create a culture of high productivity, high accountability automatically and it also helped to make people feel a whole lot better about what it is, what we're doing.

I believe it was Bill Gates.

That's it, the advance of technology is based on making it fit in such a way that you don't really even notice it, So it's a part of everyday life and that's pretty much what we did.

With the GPS scenario, We made the entire reporting ecosystem become a part of everyday life for everyone.

Accountability automatically increases because it's built into holy work.

Productivity automatically increases because it's built into holy work, plus, we're now able to get real-time, accurate insights on all of our data. We know exactly what's happening, right across the organization.

And with that said, I would like to close here.

If you have any questions, please feel free to ask and join in the discussion at this time.

The Money, That's fantastic! Presentation, Thank you so much for sharing that journey with all of us here. And We have a question from the audience that I'm gonna get you, and, and, and I'm gonna start with a hand here. So let us see if I get this right. I'm supposed to say, Well, yeah, do it.

Was that close enough? Very good. I have like, I have some partners here online there are like telling me, Give me this gifts and say talk to him about this. I have someone who has worked for you directly, right there in Jamaica who is with us. So I know it's, it's really great to have this disconnection in this community so again, thank you for sharing this. You know, I must say, Why don't you first showed the picture of the elephant?

Email Graphic Virtual Conferences (4)-1

I thought, oh, OK, here's this big organization. Nearly 100 years old, he's going to be talking about how do you eat an? Elephant? And you've got a dead because it's one bite at a time, right? A special organization that large, and you have shown some, some great perspectives here on what it takes to move a big ship and, and in that case, and all the elephant now.

Tell us a little bit some of the questions and the comment theory as you're speaking. Very complimentary about the journey and your openness and transparency about the challenges.

Let me ask you this, if you'd go back on this journey of transformation that you went through with RPA.

Um, any, because there are a lot of people on this call who are in large organizations, there, are very similar to what you describe. As a matter of fact, even my own personal experience for more than a decade, I lead Excellence innovation for Black and Veatch, which is an energy company engineering and construction as we build power plants around the world, right?

We including projects in Jamaica and it's over 100 years old, same culture of 14,000 various marketing errors, and then you'll have an idea there, and they are, there are 13,999 other people who have a different idea. And so it's, it's, it's a, it's a, it's a challenging environment, because you have really good smart people who are trying to do the right things, and they have maybe different opinions about what the right thing may be.

Um, how did you, if you go back in your own implementation and the fuel, I just saw a few things. Why would you pay more attention to and this is again advice for people who are starting on trying to move their big ships.

What would you pay attention to that maybe it wasn't so obvious when you first started doing this?

Definitely. It would be the details are on the tech. We spend a lot of time actually deliberating on what's what tech stack deals.

And when we decided on using the Microsoft automate, we didn't do enough deep dive into the specifications of what that would require.

So, in terms of the licensing, the type of licensing, what, what are you authorized to use? And how does that fit into your entire ecosystem and overlap where we're really run?

Those were some of the things that would have for big questions for us, that we had to stop and take a moment and look at.

Additionally, from the tech side, as well, uh, the establishment of a data warehouse.

If I could go back, I would actually invest more time in trying to build a data warehouse, oh, rather than trying to find a solution to deliver the quick results that we got.

So I would actually invest more time in building on that Data Warehouse and getting that up to Scratch. I think that, that would have actually made everything a whole lot easier. But then we wouldn't have gotten to use RPA.

So that, that's right. That's right. So, those are, Those are very, very, very helpful insights. It seems. To me, other people have picked up on this as well in your presentation. Is that, you know, you have done a really remarkable, good job at implementing RPA intelligent automation in areas that, that truly create value for professionals, that they go from many hours. That they're, spaniel reporting, to just a few minutes. And, then, there, is that valuable time.

I have two questions related to that.

one is that, um, sometimes that, you know, there's a pressure from senior leaders that, oh, we free up all the time. So, we must be able to reduce the number of professionals working on this now, Right?

Others will say, well, no, we can't reduce the number of professionals we're gonna read. We're going to redirect this labor to go do something else more productive.

And I think that that's the path that you took.

But I want to understand the pressures that you feel as a leader. When you start creating this kind of value. It's like, wow, it's not a real value, until we all this. people are not doing this job anymore.

So how do you deal with that, with this re-iterate, redirected, labor, question, and sometimes pressure that you have. And then after I answer that, I have another question to follow up on that.

No problem. I can Thank you for the question. I'll say. definitely.

It is always very challenging when you have to be the person who is going to implement something that could potentially lead to people losing their jobs.

It's not a nice feeling.

It's not light Crone to where you know, what? It is something that can be managed.

That you have to consider to yourself That the truth is You are trying to position not only the company, but the individual to be the most productive and best person that they can be.

And what that's what technology really does, Technology isn't meant to replace people.

It's actually meant to enhance the things that we do and the communication around that is very important Internally.

You have to ensure that you are talking with the people, continuously explaining to them what we are doing. What does it mean for them?

To try and alleviate some of the fears and an upper level management, will ultimately make the decisions that they want to me surrounding that.

The good thing is that we did an analysis before we begun everything so we could easily go to the table and say, hey, everyone is already overworked.

The team is maxed out. So even if we reduce the number of hours, they're still going to be overworked. So you can't cut anyone as yet. So that was a very good thing in our scenario.

Doing that analysis of what each employee's work load is it's critical before we be before you begin this entire exercise or you would have gone or executives who might just see top everybody.

And that's not necessarily the solution that we need.

Absolutely. Absolutely. Now the next question related to this has to do with culture and I want to go back before you presenting. We had a great presentation from Chris Hodges, and he talked about noble automation and one of the quotes that he had there which is very well known is about digital transformation is that more than 70% of all digital transformations fail, I would actually say that the number is greater than that. I think that number is, is very, very.

Conservative, I think it's more like 80 to 90%, and it depends on how you classify the failure, and so on and so forth. But in any case, a high percentage of digital transformations fail.

And I would say that, you know, I have had the privilege to, to lead a lot of award shows throughout the years. And just last year, in December, we had the 2021 digital transformation awards.

And it's like, thousands of organizations will think they got it. But, the reality there is just like a handful that get to the stage. because, when you look at the details, it's like, yeah, it's a nice project. There's no digital transformation.

So, this is a nice project, and most of them don't even get the outcomes. They want it. So, those are the people who think their award winners OK?

So, there's a very small set that's up there, And that on that small set, while we have noticed is that on those digital transformation winners', without an exception, there was no successful digital transformation without a business transformation.

Screenshot (4)And without a cultural transformation, that's the only common denominator I see among the true wieners.

So, my question to you is, you look to me on this deployment. As a potential treuille winner.

So, I have to ask the question: was there a cultural transformation?

And what does that look like for an organization like that, when you're implementing digital transformation? What was the cultural transformation that really took place?

OK, thank you for that question, Jose.

Yes, there was some cultural transformation that started to take place in 20 21, but I'm very confident that you will see more of that actually manifest in 20 22.

So, the major shift was, you know, let me, let me, let me phrase it this way.

Sometimes, in organizations, especially as large as ours, that provides persons with the sort of job stability that, that, that we can provide.

What, what you might find happening is that persons kind of do the bare minimum.

They've been here a long time. They know they know the ropes, They know the tricks of the trade. So they can do something in five minutes. They don't. They're not trying to maximize their time.

So, that was sort of the co-chair.

When we change that, the reporting frequency, and we, we, we took the responsibility of gathering the numbers from the people and put it in the hands of a machine, immediately, everybody comes to life.

Because, no, they kind of hide behind the, the excuse of saying, Well, I had this to do, I had back to do, or I was working on this report.

It can't say that anymore.

So, you eliminate all of the excuses automatically by the implementation, but to make the cultural change effective, everything is around the messaging and the consistency of the messaging and the communication that you have with the people.

Oftentimes, as technology professionals, we don't pay enough attention to the people side, because, you know, there are three, there are three components that, that you need in any technology project. It's the process, the people, and the technology.

We're oftentimes only focused on the technology, and sometimes on the process, we don't look on the people.

So, we had to make the entire initiative be around people, and what, what the plan is at the moment, which were already underway, is that for this year, we're not trying to introduce anything new, we're just building on what we did last year.

Which is a very, very important piece of strategic information to have.

After you go through one major implementation of any piece of technology in the organization. It is best, if you want the culture to come with you.

It is best for you to settle down, stabilize the ship.

You need to Upskill everyone, Statuary and ended up with something that we did a lot off.

We did a lot of upskilling, We selected specific persons from different divisions to be our champion and that sort of thing. We included the people in everything.

So when we sat down to meet with persons, we ask them we didn't come to the Muncie.

Give me the KPIs that, that, You Report on, became.

So, they might be said, what are the things that are bothering you?

What are the things that provide a challenge for you? And then B to B basis, give them to me, I will take care of them for you.

And that's why we did that.

And so, culturally, everyone starts to move more frequently. Everyone becomes more productive. Everyone. most importantly, increases their knowledge and awareness of digital technology and utilize it more.

In fact, I'll just end this point and say this, I can tell you that, for the Microsoft stack, we increased our utilization from 74% across the organization to 91%.

So, big shift, everybody got involved, because we included the people.

Water, I couldn't think of a best way of finishing our time together here. And really finishing this three day conference with this statement that you have just made.

And the demonstration of the cultural transformation, that's that, that, typically, a company is meaningful business and digital transformations.

So, on behalf of our global community, thank you so much for sharing your wisdom and expertise on this journey.

I hope that we connect layering the years to come to find out more about the how, how this cultural, business and digital transformation for value creation is, is progressing at the organization and with your leadership.

So thank you so much again for sharing that with all of us today.

Thank you as well. You're most welcome to be safe and have yourself a good. they are good.

Good, thank you very much. Ladies and gentlemen, that was the money brown there directly from Jamaica sharing with, with us, his journey of cultural business and digital transformation.

So very well. This brings us to the end, our three day event.

I want to thank every one of you for being here with us for engaging in this discussions for supporting and praising our speakers for the great insights that they're sharing with us. You have done this for so many different ways through the engagement here, through the LinkedIn posts that we have, the way your way you provide feedback and praise to our speakers for sharing their incredible industry experiences With all of us.

You can continue to do that. I'm gonna do a quick update on the LinkedIn today after I'm done here, and a bit of a recap of what happened today. So, make sure that you like and share and comment, you know, with those speakers about their participation here.

These are very busy industry leaders who are taking it who are very generous with their time, which is their most important asset and with us to share their expertise and wisdom. So, I want to thank them. I want to thank our sponsors for ... tax and blueprint for making this all possible and accessible to all of us globally at no cost.

Remember, you're going to be receiving an e-mail with the e-mail that you used to register for this conference, with a link and password to access all of the sessions at your own leisure.

Join us with more than 850 members on the online community that we have for Business Transformation Operational Excellence, and join us in our next conference.

Our next conference will be a three day conference March, first through, third, on, focused on supply chain planning. So, supply chain, as you know, Is is in, is, is having great challenges around the world.

Lots of different, important things happening on supply chain, and supply chain, planning, planning live. It will be available to all of us with the best supply chain leaders from around the world, speaking directly with us. March first, through third, make sure you register for that, because your registration does not carry over from one conference to the other. So, you must register independently to that conference, and, again, will be a no cost to you, because we have this amazing sponsors who allow us to do that.

So, last, thanks to Brian Raffle, our conference director for making sure that this all works symbolists for all of us. There's a lot of work in technology and organization co-ordination with industry leaders that Brian does, Masterfully.

Thanks also to Vijay ..., the CEO of ...

Digital who, who leads this conferences and and the industry for Business transformation operational Excellence? And, and again one last time, our sponsors need tax and Blueprint for making it all available to our global audience.

So wherever you are in the world have have a grass that great rest of your day.

Morning, afternoon or evening. Kevin, great rest of your week and I hope to see you back here with supply chain live in March first through March third. So bye bye for now. Have a great rest of your day.

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About the Author

more-Feb-17-2022-11-22-04-43-AMDamani Brown,
Senior Vice President Product,
Jamaica Public Service Company.

A strategic leader who seeks to optimize processes and realize cost savings, while increasing efficiencies and delivering value to customers through digital transformation. Committed to leading and transforming teams to deliver high-quality services.

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