Vice President Digital Acceleration at Walmart eCommerce
December 8, 2017 By Daniel Torres Dwyer
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LS International speaks with Walmart eCommerce’s VP of Digital Acceleration, Kate Pearson.
We discuss with Kate about how an army background has contributed to her career in business. Being someone who’s managed big teams in traditional Retail but is currently working on projects that are cutting edge, she’s developed a leadership style that’s enabled her to be successful in very diverse set ups, from the Army to Retail, Logistics and Strategy. “Many people think of the military as a command and control leadership style, but the military really encourages leadership development and is very influential on how we think about leadership in Business. I learnt how to motivate and develop future leaders and grow talent”.
During the Podcast we discuss:
A military background and leadership style in the business world
Innovations Kate has developed in Omnichannel
What’s next in the eCommerce journey
Moving from Operations to General Management
Daniel: I'm Daniel Torres Dwyer welcome to a new edition of our career success podcast. Today, we'll be joined by Kate Pearson, Vice-president Digital Acceleration for Walmart eCommerce. In this role she leads efforts to deliver a new ways to serve the blended customer at scale for Walmart US. She previously held leadership roles another large with that organization after beginning her career as an officer in the U. S. army. Hi Kate thanks for being here with us today.Kate: My pleasure, thanks for inviting me.Daniel: So look, Kate, you started your career in the army which is something that we see which is something we see sometimes, especially in the U. S., what leadership style did you learn in the army?Kate: That's a great question Daniel. You know, I think many people when they think about the military, they think about somebody that might lead with a very command and control type leadership style. And I'd say that I learned a great deal of discipline in the military and structure. But one of the things that many folks don't know from the outside is that the military really encourages leadership development and was influential. In fact, at least in the United States, on how we think about leadership in the business environment. So, I learned from an early age how to motivate folks, how to develop future leaders and how to grow talent and so I think that while I do like discipline and order and structure I think part of my leadership style is developing folks in and encouraging them to grow in their careers.Daniel: Okay, very interesting, and how has that added value to the rest of your career?Kate: Yes, I think the elements of kind of the discipline aspect had helped with ensuring delivery and high accountability. So that helped with ensuring that you have the goals that have been set in front of me, are able to be accomplished. But the other thing is that I have this really, same mindset of developing talent and over the years have developed an incredible network of leaders that I've had the pleasure of working with and now I get to see do incredible things in other organizations as well. So, it it's just been a wonderful blessing to have this network based on developing talent.Daniel: Aha, okay, great. Look let’s switch into the current industry you’re in which is Retail, specifically e-commence. And you're working at Walmart, which is a traditional retailer, has had to make some major changes in order to keep up to speed with the changes happening in the retail sector. In your experience so far what would be the top three innovation that you driven to helping in this transformation from traditional retail to what it’s generally called Omni-channel?Kate: Well Daniel my background is clearly in logistics and operations. So, my first role at Walmart was to build a fulfillment center network and in that we investigated a lot of mechanisms to make a world class fulfillment network and had the opportunity to build from the ground up. One of the really interesting things that I helped lead was putting robotics into some of our fulfillment centers to automate pick modules and other pieces of the, that are traditionally more about a manual or physical delivery system. So, that was a really neat thing that I did right out of the gate. The next thing that was fascinating in the second role that I had at Walmart was to look at really bending the curve in terms of technology with last mile. So, we had a partnership we kicked off with both the car systems Uber and Lift and created the last mile delivery mechanism and so really thinking about how to take advantage of and help kind of defray costs of the last mile expense into delivery. And now the current role that I have is customer facing in store technology and so there's a lot of interesting experimentation that were involved in: to look at internet things, looking at kiosks, looking at AR technology and to just changing the paradigm of what the store looks like today.Daniel: Okay, very interesting. And, for you personally as a professional what is exciting for you to be in E-commerce?Kate: Absolutely, so I've been in retail for about fifteen years and I’ll tell this: the pace at which we are moving is absolutely staggering. I have always been and had roles where we need to move very quickly and we need to be on our feet in terms of delivering things and putting the future forward into today and I would tell you that it is just incredible, you blink and so much happens, so I think that for me is just the exciting part of what we're doing. So, constant learning, constant change and really just adapting as quickly to what the future holds.Daniel: Aha! Okay, very interesting and further to this, actually, a part of the excitement is probably building up new things. In the next five year what do you see are going to be the big changes or transformations? Either both in Walmart or in retail as a whole?Kate: Yes, I would say that we’re at a really fascinating place in retail. There's been a lot of news coverage about the industry and about kind of the depth of retail or the decay of brick and mortar and what I'd share is that for organizations including my own, that are not embracing actively change and really looking at what they can be doing immediately to either maintain pace or leap frog in terms of technology are going to be left behind. So, I think there's going to be kind of a bifurcation where some organizations that can’t adapt quickly in and become not as relevant to the consumer that demanding more and more will begin to decay even faster and I think those that get it and are very active in changing the core of how they function as an organization like Walmart is going through and turn our stores into more than experience center where we delight folks with interesting interactive ways that the store becomes the choice that people want to go to and not have to go to, is what I see in five years. So, really focused on customer experience in the stores and making it a delight hearing something they enjoy going to is where I would see retail in five years.Daniel: Okay, Okay. And you mentioned before that you actually started your career in the army and then in logistics. Kate:YeahDaniel:So you've been from logistics into a more general management type of role. We normally see in the industry people that are Generals Managers coming from other functions project such as marketing, sales, finance or, for example, in retail, from store management. What value do you see in that starting supply chain then become a general manager?Kate: Yeah, what I would say is a couple of things I think there are two elements that at least in my experience have helped me. So, one, as a fairly junior level, because I was responsible for logistics, I had that for a view, if you will, of the end to end system from a physical standpoint. And even though I was a junior in my career I was looking across a business at more of a more of an enterprise level and I think having a systems orientation that creates has been really helpful for me to be able to think about the business in much broader terms than level of the organization I was in and I think that's one. And then I think the second thing is that in logistics, supply chain, those professionals and myself are very, very aware that we are a cost center to the organization. We are not typically delivering top line revenue and so we are very thoughtful about the P&L and how the potential negative impact we can have to profit. And so really having that PNL orientation has helped to really understand the whole business because you understand, one of the lines on the bottom side of the P&L so intimately. Daniel:Really interesting Kate. I think that this information will be very interesting to our listeners. Thanks for joining us and thanks to all our listeners and see you in the next edition of our careers podcast.Kate: My pleasure and I appreciate the time today and thank you to all the listeners as well.
Taking the LEAD in addressing the challenge of inadequate women in senior leadership positions
Last week, I attended a meeting in Barcelona organized by the LEAD Network (Leading Executives Advancing Diversity), whose members believe that “organizations can create more sustainable value by leveraging the full talent pool” (i.e. women as well as men). Its mission is to “attract, retain and advance women in the retail and consumer goods industry in Europe through education, leadership and business development”. Many of the world’s leading organizations are already members of the LEAD Network in their European Branches. I was lucky to attend this event and meet some great people, but overall left with some takeaways I would like to share.
Why under-representation of women in senior positions is a challenge may be appreciated from the following data points:
Women account for just under 50% of the world’s population and represent almost 52% of Europe.
In the US alone, women control US$4.3 trillion (yep- trillion with a “T”) of consumer spend.
Both in Europe and the US more women receive advanced degrees than men in most fields of study.
In 2017, women held 51.6% of all management and professional positions. Yet, only less than half (25.7%) of new Directors on the Boards of S&P 500 companies were women.
The current situation is unsatisfactory
Although diversity has been on corporate agenda in Europe and North America for many years, hard data reveals that the number of women in leadership positions is not in line with their overall proportion in the population. LEAD Network reports that on average, women constitute around 25% of Management Boards in European Retail/FMCG/CPG companies (although women constitute 55% of the total workforce in these industries). The magnitude of the gender diversity challenge at the senior leadership level can be gauged from the fact that despite many of the world’s top FMCG/CPG companies and retailers themselves being members of the LEAD Network, the best performers are P&G (32%) in FMCG and Scandinavian Retailer ICA (around 40%) is the overall leader.
Three impediments identified by the LEAD Network in this Event
The meeting discussed the following three principal categories of roadblocks women face in their quest to reach the highest echelons in organizations:
Unconscious gender bias
Work-life integration issues
Women’s fear of advancement
Unconscious gender bias
Despite regulatory requirements and company policies, many organizations are still run as “Old Boys’ Networks”, where members’ own cultural, social and familial norms and personal affiliations tend to influence decisions around hiring and promotions. This leads to candidates in their own mould being favoured- e.g. Alpha Males. Indeed, the absence of such traits is viewed as a lack of “talent”, while strong emotional intelligence traits such as listening and empathy can be ignored. The irony of this situation is that L&D programs in the very same organizations work to reinforce the need for male executives to develop precisely these competencies.
Unconscious gender bias is defined as “unintentional and automatic mental associations based on gender, stemming from traditions, norms, values, culture and/or experience. For example, managers do not assign certain projects to women because the nature of the work requires extensive travel or late nights. Funnily enough, the manager may justify such decisions on the grounds that women may not be comfortable or equipped to deal with such requirements because of their other commitments (even now it is implicitly assumed that it is the woman’s primary role to care for the family). Women are thus assigned work that the manager sees as being more suitable to a woman- and possibly, less challenging or having less organizational impact. Creditable performances are seen as no big deal and given a lower weightage. This inherently discriminates against women who shoulder the additional responsibilities of primary caregiver- e.g. those with younger children or ailing family members. A McKinsey report even cites “unfailing availability and total geographic mobility” as a criterion for selection to leadership positions at one company.
The fact that such biases often manifest even without the individual’s knowledge exacerbates the challenge. An online study by Harvard found that 76% of the 200,000 participants are gender-biased. These biases manifest in the form of “micro behaviours” and body language that make candidates less confident (e.g. interviewers leaning forward less or not being expressive). In turn, this erodes confidence that is interpreted as unwillingness or inability.
Work-life balance or integration
Work-life integration (earlier known as work-life balance), was another reason cited to explain why women are not adequately represented in senior corporate roles. The very concept of work-life integration was developed to take a broader view of life. In addition to work it is meant to include, personal well-being, home/family and community.
Those who are now in their early 20s to mid-30s have very different priorities in life and are more able to make trade-offs. As workforce demographics get more weighted in favour of Gen Z and millennials, there will be a greater force for change. Today, it was mentioned, it’s practically a must that companies offer flexibility, for example to work from home, to be able to attract more members of these generations.
I was surprised that there wasn’t more discussion on the role that maternity leave plays in keeping many women out of senior level roles at organizations. Studies have shown that the wage gap between the genders too can be attributed to the woman’s decision to go on maternity leave, as mentioned in this LS International Article. And this is a topic that, in my point of view, is still pending on a global accepted solution.
Women’s fear of advancement
The first two reasons discussed have to do with people other than the woman herself. The third reason discussed has to do with the individual. It was posited that a psychological phenomenon known as “Impostor syndrome” or “Fraud syndrome”, a term coined about 40 years ago, may also be a reason for why women hold back. Despite their qualifications or external evidence of competence, some individuals fear that their achievements are due to “luck”, or that they do not deserve what they have got or that they are “frauds” for having led others to believe that they are smarter than they really are. Early research on the “Impostor syndrome” focused on women. However, it is now recognised that the syndrome affects both men and women. Therefore, while manifestation of this syndrome could certainly be a causal factor in many cases- especially when the woman vocalizes her fears of not being worth it- it would, in my view, be incorrect to attribute this as a major reason why a larger number of women fail to reach the topmost levels of organizations despite their competencies, expertise and experience.
Highly-successful women who have been reported as suffering from this syndrome include Kate Winslet, Oprah Winfrey and Sheryl Sandberg. Women who have a high degree of impostor syndrome are reportedly more tenacious. “Their self-doubt makes them more competitive, so although they may not negotiate to their own benefit, they make highly-driven leaders”.
To women (and men) who experience this syndrome, these tips may help:
In a hyper-competitive corporate world, nobody gets ahead if they do not really possess the skills or the ability to acquire those skills. Maybe it is your sensitivity or lateral thinking ability that gave you the edge.
Nobody knows everything- including those rivals who are insinuating in hushed tones that you do not deserve what you got. Therefore, be open to learning all the time.
Keep a tab of your achievements, and don’t just maintain a list of “improvement needs”.
Seek help from friends or a coach who can be objective and hold the mirror to you. But stay away from sycophants (including those in your own team).
Set yourself high standards but refuse to let yourself be measured by other’s yardsticks.
Finding a solution
Arguably, reasons and excuses are perhaps two sides of the same coin. Just as arguably, progress depends on intent. If there is honest intent, human beings have the inherent resourcefulness to find ways to move forward. But as Ernst & Young’s Jorge Aguirre points out, many companies have taken symbolic steps to ensure that more women climb up the corporate ladder to the highest levels. These are clearly not enough and the time has come to find solutions that will deliver results quickly while also being sustainable in the longer term.
Pepsico’s Quique Hernandez made the following suggestions at the conference:
Build a business case to showcase how the qualities that women candidates possess will benefit the organization- especially for global, matrix organizations whose leaders must display higher levels of cultural sensitivity and empathy and have superior listening skills because they will need to engage with direct reports and colleagues from around the world.
Increasingly, consumers are becoming more discerning in their preferences. Companies and brands are responding by taking stands on societal issues. So companies that take the lead in creating pathways for women leaders (based on merit) can expect to not just attract talent but also tangibly differentiate itself.
I would add that companies institute in-house coaching/mentoring programs if they don’t have them in place already. Where they have such programs, a case can be made to reengineer them because of some hard-hitting data that was presented at the LEAD Network meeting:
28% of women reported that they lacked high-visibility assignments. Companies should bring in greater transparency, objectivity and consistency in the way high-visibility assignments are awarded by including this in the internal governance model. Factors such as family, ability to travel etc. must be considered after the basic suitability of candidates has been established. The candidates being considered must be given a choice in the matter and where possible, the organization must allow for flexibilities such as home-travel every two weeks or allowing the child/nanny to travel or whatever makes sense in the context of work-life integration.
29% of women were reported to lack female role models (from whom they can learn how to achieve higher levels of work-life integration). If the overall issue is addressed, this too will be resolved over a period of time as more women make it to the top.
It’s been three years since I started LS International, an Executive Search business that operates in Europe, Asia and the USA. These three years have no doubt been challenging and a lot of hard work, but they have also been fun and hugely instructive. Through this article, I want to share my key learnings, which I believe are as relevant to entrepreneurship as they are to organizational careers and indeed, life.
I am a woman from a small town in the suburbs of New Orleans. I didn’t grow up in a big city, but I have always had high ambitions and set high standards for myself. To be honest, I had never thought of myself as a business owner- and certainly not in Executive Search. Now, I must admit that Executive search isn’t a profession about which you learn very much when growing up, but there’s a time in all our lives which, usually in hindsight, you recognize as a turning point. Mine was when I got into Head Hunting. It excited me more than anything else I had done before as it provided me with the opportunity to connect with people from different backgrounds. After understanding their career goals, to be able to go back to them with opportunities at some of the best companies globally was just amazing.
As I gained experience and started understanding the nuances, I realized that I was pretty good at it. At such a stage in life, to give up a job with a decent salary and take the plunge into entrepreneurship was something else. I wavered, but eventually gathered the courage because of the love and support I got from my parents, husband, friends and other members of the family. Thanks folks!
Here are six lessons that I believe have helped me and LS International get to where we are. I genuinely believe they will be relevant and useful to you as well.
Lesson 1: You must be passionate about it
Only when you are passionate about something will you be good at it. That might sound counter-intuitive, because conventional wisdom is that you start to like what you are good at. But that’s the trick. When you are passionate about something, every waking moment (and often, sleeping hours too) is spent in thinking about how you can get better at that something. In my case, it was Head Hunting. I found new ways to get in touch with executives and talk to them about the wonderful new opportunity that was just waiting for them- even when they were not really looking for a change. That’s how I honed my skills and expanded my understanding of the fascinating field of Executive Search.
Your commitment to your job will also be shaped by how passionate you are about it. The more passionate you are, the greater the difference you can make.
Lesson 2: Fear of failure is natural, but you need perseverance to overcome it
While passion is a necessary condition for success, it is not sufficient. That is to say, passion alone won’t cut it. You must be willing to work hard and learn to take it on the chin when things don’t go the way you want them to. The past three years have been anything but a bed of roses. As a young entrepreneur, I made mistakes. I was scared of making more mistakes. There were days when I felt I had erred by choosing to become an entrepreneur, and thought of getting back to a “regular job” but then I told myself: “My family trusted me to pursue my dreams… I can’t let them down”. I could not bear the thought of having to explain to my loved ones why things didn’t work out. “Failure is not an option”, I’d tell myself! It is this fear that gave me the courage, energy and forbearance to remain steadfast on the path I had chosen. Hindsight is a wonderful thing because it is after the fact. Looking back, I am so glad I persevered. At the time, certain decisions had unknown (even unknowable) consequences. I was this close to giving up. But I stuck on. Now, I realize that even if things hadn’t gone the way I expected, it would not have been the end of the world. I would have been able to bounce back. And in any case, failing isn’t as terrible as you build it up to be in your own mind; besides, the lessons you learn are invaluable.
As you grow in your job, you may be asked to take up new challenges- moving to a new division or being asked to head the business in a new country or whatever else. Fear will only paralyze you. Free yourself of the fear and unshackle your potential and watch what miracles you can create.
Lesson 3: Dare to get outside your zone of comfort and you will be surprised by how much forward movement is possible
As an entrepreneur, I was constantly navigating new waters. I did not have a large client base to begin with; neither did I have a well-known brand name. I therefore had to try different things and sometimes do things differently. Some of what I tried worked, while others did not. The simple point is that I overcame my fear of trying new things. It wasn’t that I was not nervous or uncomfortable. But I knew that I would perhaps be no worse off if things did not work- but if they did, I would achieve breakthroughs. I was able to identify new sources of value for prospects and clients- and business grew.
As part of your job, you may encounter challenges that you (or even your boss) has not encountered before. Taking the “I don’t know how to deal with this” attitude will not help you much. But what if you were to come up with some plans and seek your boss’s approval to try it? You may not succeed, but if you do, you will be seen as a leader everyone looks up to. It is this willingness to innovate and push the envelope more than one thought possible is what separates “high-potential” candidates from the rest of the pack, right?
Lesson 4: 100% love for your work creates your luck
If you want to be truly happy and successful at what you do, you must love it 100%. People can sense your love (or lack thereof). This cannot be faked. On the other hand, this love will help you innovate new ways to achieve your goals. Even when I first started selling my services, I was so sure that I could make a real difference to people’s lives and careers. This love manifested in my enthusiasm and unflagging energy. Even today, I feel blessed to have so much love for what I do because it is this that gets me out of bed every morning with a fresh resolve to be better than I was the day before. And it is this same love that my clients perceive when I interact with them. Indeed, it is perhaps not wrong to say that my clients buy my love for Executive Search because true love does not fail!
Call upon this same love to help you propel your career forward. When you love your work, you will find new and better ways to do it- isn’t that what innovation is?
Lesson 5: Help others
This probably goes without saying but I think the point needs to be made. I see so many people so consumed with their own day to day hustle that they don’t take the time to stop, look around and see what is right in front of them. You can help people in so many ways- by volunteering, cooking a meal for a friend in need, cheering someone up when they are having a bad day, giving career advice, mentoring someone or a start up. I have found so much joy in helping others and in return, I have got back so much too. I have learned more about myself (self-awareness and emotional intelligence), besides improving my skills in communication, leadership, anticipating the future and so much more. When you help others, you end up helping yourself.
This is an important lesson even if you are in a job. After all, team-work and collaboration are all about helping one another to achieve the organization’s goals, isn’t it?
Lesson 6: Never stop learning
We live in a world that’s changing so rapidly. Unless we consciously find the time to keep abreast of new developments, we cannot be effective in growing ourselves and our businesses. For example, if you do not learn about Digital Marketing, you may not appreciate the power of LinkedIn- not just as a repository of people, but as a phenomenally powerful tool to make connections and grow your business. In my line, I get to work with companies whose business models are changing. Unless I keep myself informed of these changes, I will not be able to a good job of getting them people with the right skills to manage and grow their businesses. The same applies to you, irrespective of your line of work.
Even if you are in a job, you need to keep learning so that your skills are updated and you remain relevant. In a knowledge economy, how you apply your knowledge to deal with new situations is far more important than how old you are or how many years of experience you have. Therefore, do not stop learning. Grab every opportunity to learn- whether it is a new technique or a new language or understanding of a new market or even the experience of a role that’s different from what you have done for so long. [As an Executive Search professional, take it from me that companies are always looking for talent with the willingness to apply their skills to new areas].
As I look back at three awesome years of my journey with LS International, I wish to thank all those who have played important roles- my parents, my husband, my colleagues, my business partners, my friends and not the least, all my clients who continue to repose their trust in me and LS International. I take this opportunity to rededicate myself to LS International being a proactive and productive partner in its clients’ progress over the next three years and beyond.
The pace of change in the world is undoubtedly accelerating, forcing leadership teams to devote more and more resources (people, money, management attention) to effectively managing change in their organizations. The current wave of change is being driven by external forces such as technology (e.g. AI), regulation (e.g. GDPR), emergence of new business models (e.g. online only retailers) or even geopolitical considerations (e.g. trade wars/embargos) as well as internal imperatives (e.g. a new purpose or vision).
Over the past three decades Change Management has been extensively studied and many different frameworks and best practices have been developed. These are intended to help organizations plan for change, implement it, communicate it, help people to adapt, and measure the impact. Most large-scale organizational changes impact processes and their technology underpinnings (the systems, their user interfaces, what data is fed in and when etc.). Of course, policies and procedures also often need to be amended. But the ultimate burden of “living the change” falls on those people who are tasked with driving and managing the change and those who are called upon to make small or large adjustments to their attitudes, habits, mindsets and managerial/leadership abilities.
As Mattia Aste, Global Manufacturing Excellence Lead at Monsanto says in a recent LS International Podcast, “… a transformation is a transformation… only if it's really touching the full operating model, so you really take care of process, system and people at the same time”. So how can change in organizations be led more effectively, so that the goals are achieved with minimum “collateral damage” in the form of customer loss, employee attrition, non-compliance or other forms of resistance to change that might disrupt business?
Clearly, it’s best to start at the beginning, which is understanding why a certain change is needed and why now. All worthwhile organizational change must be around improving performance, an objective that can be achieved in many different ways. For instance, revenue from existing products could be grown faster by enhancing the efficacy of targeted marketing so that first-time purchases as also repeat purchases increases. A similar outcome is also possible through product innovation and compressing the time needed to launch them. Cost reductions could be achieved by using technology to raise productivity of employees or processes or changing mindsets so that “waste” such as excess inventory can be eliminated (the holy grail of Supply Chain transformation over the past two decades).
But not all change is about increased revenue and/or reduced costs in the short term. For instance, a merger could also be a trigger for massive enterprise-level change; in such a situation, while fresh revenue streams, synergies and cost-saving opportunities are important, perhaps even more important is the need to evolve a new culture that combines the best from the merging organizations. Such situations offer leaders an unprecedented opportunity to create something that is far better than either predecessor organization was. As a result of this headline intent, multiple functional transformation programs are identified and implemented. For example, a smarter, leaner supply chain or a more collaborative R&D network that is more tightly integrated with Marketing (to sense and respond to changes in customer preferences for instance).
As Mr. Aste points out, “A transformation is always designed around your customer”. It is important is for leaders to articulate a compelling vision of the change and why it is needed now. This needs to be communicated across the organization in ways that make sense to employees at every level. Often, large-scale change programs are encapsulated in slogans and posters. These are undoubtedly aides to spread the message, but what is also needed is a series of conversations between the leaders and those below. The first round of these conversations is too important to be delegated and must be led by the highest echelons of the organization. At one level, these conversations must be aimed at informing the middle levels and the rank and file of the proposed change and its contours, including the rollout plan. At another level, they must be forums for debating and discussing concerns and fears that, if unaddressed, could derail the program in the days ahead. This also serves to finesse the business case or plans by factoring in additional information from closer to the trenches. Additionally, such a step helps individuals to buy into the change program and take ownership. Personal commitment to change helps build accountability, which is critical to garner commitment and unleash the power of innovation.
Arguably, it is easier to drive change when the organization is doing well, as the pain associated with the change can be somewhat cushioned, but it may well be more important to drive the change when the organization is losing its competitive edge and ceding ground to competitors. Depending on the situation the organization finds itself in, leaders must convert the stark reality of under-performance (or the promise of a tremendous opportunity waiting to be tapped) into a powerful motivator for organizational change. They must infuse confidence across the organization by communicating and reinforcing important messages:
There is a clear set of reasons for the change and this is the best time to make traverse the leap across the chasm;
Necessary resources in the form of money, technology, people etc. will be made available;
The road ahead will not be easy and progress will depend on a unity of purpose, the “collective intelligence and will” of the organization;
Perseverance in the face of setbacks that may force course correction; and
Leaders are personally committed to the success of this change and will lead by example.
September 10, 2018
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