AI: The Learning Curve

D O T 1  G L O B A L   I N S T I T U T E

AI: Machine & Deep Learning- Learning To Learn

AI: Getting Started

F E A T U R E D  I N S I G H T S

DIGITAL: Decoding Gen Z

DIGITAL: Digital Transformation begins with People Transformation

AI: The New Lateral Hire

IoT: That Things Will Do





People Transformation is essential and bedrock for managing and driving business transformation and preparing for Digital Transformation. Purpose of People Transformation is to help deliver the improvements and benefits that business seeks for employees:

Build their capabilities
Increase their capacity
Intensify their engagement
Develop deeper connections between purpose and meaning

Organizations, business & HR partners, should co-develop a consistent theme to:

The transformation process
Methods and tools for sustaining changes in the long-term

HR Partner as a pivotal role

The rapid growth of the knowledge economy, require organizations to build a committed and appropriately skilled workforce. Many administrative functions that were handled by HR departments, such as payroll, have been farmed out to 3rd parties. Organizations can therefore, more so now, enhance people expert role of HR, to place the function at the heart of the debate on a company’s strategic direction. And systematically unburden, HR partner, of some former responsibilities (e.g. payroll outsourcing).

Reshaping Business

The competitive environment based on knowledge and the ability to exploit intangible and soft assets e.g. human capital, information systems and intellectual capital, is reshaping how organizations are doing business. And there is now a need for tools and methods to help measure and monitor organization’s performance by integrating financial measures with learning and innovation.

Building a learning organization

Here the HR partner will create internally or with help of expert external partners focused and custom programs to meet varied development needs and across levels. Programs specifically targeted at building skills and competencies in Digital space. Program domains could include topics like Innovation, Design Thinking, Creative Problem Solving, Change Management, Managing Digital Transformation et. al.

Managing Change

This is another area, where the HR partner of your organization should build capabilities. Digital Transformation programs are long gestation programs and bring radical change. It is important that your HR partner has a 4 pronged change management plan that addresses: Culture & Behavior, Leadership Engagement, Organization & Processes and Knowledge & Skills.

'How To' guidance

Business teams should identify expert partners, internal or external, to build new skills and competencies required to move ahead on their various Digital initiatives. Some of the program areas could include: Innovation, Program Management, Problem Solving, Creative thinking, Guided imagination, Creation of Business Case, Benefits Management, Visioning, Business Transformation et. al.

Performance Management Framework

Build a comprehensive framework that measures and monitors programs that have been initiated in People Transformation. The framework should measure and monitor the following organization enablers:

Principles, Policies and Frameworks

Principles are limited in number and put in simple language
Policies are effective, efficient, non-intrusive and easily accessible to all stakeholders
Frameworks should be comprehensive, open and flexible, current and available to all stakeholders


Process is defined as collection of practices influence by the enterprise’s policies and procedures that takes inputs from a number of sources, manipulates the inputs and produces outputs

Organization structures

Include organization entities, clients, suppliers, regulators
RACIS links it to processes

Culture, Ethics and Behavior

Organization ethics, individual ethics & behavior towards taking risks following policies


All information relevant for enterprises, not only automated information.
It can be structured or unstructured, formalized or informalized

Service, Infra & Application

Service capabilities refer to resources such as applications and infrastructures that are leveraged in the delivery of IT-related services

People, Skills & Competencies

Different stakeholders assume different roles and each role requires distinct skill set

The measurements and monitoring can be across the following dimensions:

Lagging Indicators: Stakeholder dimension and Goal dimension (intrinsic and contextual quality)
Leading Indicators: Life-Cycle (how new people transformation initiatives are life-cycle managed) and Good practices