What I Learned from Google & Kaggle’s Generative AI Intensive Course

Last week, I joined over 100,000 participants in a 5-day Generative AI Intensive Course hosted by Google and Kaggle—a free and fast-paced program designed to equip professionals with practical knowledge on how to harness the power of GenAI in real-world settings.

Why did I join? Because GenAI is no longer a concept—it’s here, and it’s evolving faster than most organizations can absorb. As leaders in digital transformation, we can’t afford to wait. We need to understand not just the what, but also the how of these technologies.

This course offered an excellent foundation of the current status of GenAI technologies, how they can be applied today, and even provided glimpses into where they are likely to evolve next.

Below is a summary of the course—structured for executives and transformation leaders seeking clarity on how GenAI will impact their businesses.


Day 1: Foundational Large Language Models & Text Generation

Why it matters: Understanding the fundamentals is critical before scaling GenAI use cases. Day one unpacked the Transformer architecture, the core engine behind tools like ChatGPT and Gemini.

Key Takeaways:

  • LLMs are the brains behind GenAI—they interpret and generate human-like language at scale.
  • Transformer models help these systems understand context and nuance.
  • Fine-tuning allows you to adapt general models to business-specific tasks, such as customer service or marketing.

Google whitepaper: “Foundational Large Language Models & Text Generation”


Day 2: Embeddings and Vector Stores

Why it matters: Without intelligent data structuring, GenAI becomes just another flashy tool. This session focused on how to make AI actually useful inside your organization.

Key Takeaways:

  • Embeddings turn complex data into searchable formats.
  • Vector stores make this information retrievable at speed and scale.
  • Retrieval-Augmented Generation (RAG) combines LLMs with your proprietary data for smarter, context-rich answers.

Google whitepaper: “Embeddings & Vector Stores”


Day 3: Generative AI Agents

Why it matters: GenAI is moving beyond chatbots—into agents that can autonomously perform tasks, interact with systems, and even make decisions.

Key Takeaways:

  • AI agents integrate tools, logic, and memory to act independently.
  • Platforms like LangChain and Vertex AI Agents provide orchestration layers for real-world applications.
  • Think of these as junior digital employees—capable of assisting operations, support, or analysis at scale.

Google whitepapers: “Agents” and “Agents Companion”


Day 4: Solving Domain-Specific Problems Using LLMs

Why it matters: Generic models only take you so far. Tailoring AI to your industry delivers far more strategic value.

Key Takeaways:

  • Domain-specific LLMs adapt to unique challenges in sectors like healthcare and cybersecurity.
  • SecLM enhances threat detection and response capabilities in cybersecurity.
  • MedLM supports clinical workflows and patient information retrieval in healthcare.

Google whitepaper: “Solving Domain-Specific Problems Using LLMs”


Day 5: Operationalizing GenAI on Vertex AI with MLOps

Why it matters: Scaling GenAI requires more than a good prompt—it demands structured deployment, governance, and monitoring.

Key Takeaways:

  • MLOps for GenAI adapts best practices from machine learning to this new frontier of GenAI applications.
  • Understanding the GenAI lifecycle—from experimentation to production—is key to long-term success.
  • Platforms like Vertex AI help organizations deploy and manage GenAI responsibly and at scale.

Google whitepaper: “Operationalizing Generative AI on Vertex AI using MLOps”


My Reflections

This course reinforced a simple truth: GenAI is becoming more capable rapidly. And like any capability, it needs strategy, structure, and experimentation to create real business value.

If you’re in a leadership role, here are three questions to reflect on:

  1. Where can GenAI complement or augment your current operations?
  2. Do you have the data foundation to make it effective?
  3. Are you equipping your teams to experiment safely and learn quickly?

What’s Next

I’ll be diving deeper into some of these topics in future articles —especially GenAI agents and domain-specific applications.

Let’s continue learning and leading—together


Genesis – Artificial Intelligence, Hope, and the Human Spirit

In Genesis, three titans from the worlds of diplomacy, technology, and innovation—Henry A. Kissinger, Eric Schmidt, and Craig Mundie—collaborate to offer a sweeping, contemplative exploration of artificial intelligence and its far-reaching implications.

What stands out immediately is how clearly the book captures this moment as a historic inflection point: a time when AI is poised to profoundly reshape society, governance, and what it means to be human. It balances an articulate exploration of opportunities—from accelerating innovation to solving global challenges—with a candid warning about the threats and disruptions AI could bring. Most powerfully, it forces us to reflect on the implications for humanity itself: our role, our agency, and our responsibility in shaping the trajectory of intelligent machines.

An Inflection Point in Human History

The central thesis of Genesis is that we stand at a defining juncture. Like the printing press or nuclear technology, AI introduces a new form of intelligence—one that challenges our existing institutions, ethical frameworks, and even our concept of reason.

AI’s ability to generate insights, patterns, and autonomous decisions has already begun to outpace human comprehension. The authors argue that this creates a new epistemology—an AI-driven way of “knowing” that may diverge significantly from human logic. And unlike past technologies, AI does not merely extend our abilities—it begins to redefine them.

Hope and Possibility

The authors make it clear that AI is not inherently a threat. In fact, they devote significant attention to its constructive potential. AI can enhance decision-making, speed up scientific discovery, optimize infrastructure, and help address systemic global issues like climate change and healthcare access.

At its best, AI can serve as a partner to human intelligence, extending the boundaries of creativity and solving problems that previously seemed intractable. The authors envision AI systems that support rather than replace human reasoning—providing tools to elevate, not diminish, the human spirit.

The Ethical and Existential Challenge

Yet, the transformative potential of AI brings existential questions into sharp focus:

  • What happens when AI makes decisions its creators cannot fully explain?
  • How do we preserve human values in systems that learn from data, not ethics?
  • Can AI uphold human dignity—or will it simply optimize for utility?

Kissinger, Schmidt, and Mundie stress the moral responsibility that comes with creating such powerful tools. The systems we build will increasingly influence not only productivity and security, but human identity and freedom. If not guided by clear ethics, AI could prioritize efficiency over empathy, precision over justice, and control over autonomy.

AI and the Transformation of Knowledge

One of the most insightful contributions of the book is its examination of how AI changes the nature of knowledge. Traditionally, knowledge has been built on human reasoning—observation, logic, debate, and reflection. AI, however, learns through statistical association, surfacing patterns and solutions that may be correct but unexplainable.

This shift has enormous implications. If humans increasingly accept AI-generated outputs without understanding them, we risk ceding authority to systems we cannot interrogate or hold accountable. Kissinger in particular warns of the long-term consequences for democratic governance, education, and scientific integrity.

Geopolitical Power and Global Governance

The geopolitical implications of AI are far-reaching. Schmidt and Mundie describe how AI development is currently concentrated in a small group of corporations and nations, creating a technological asymmetry that could rival or surpass those of the industrial and nuclear eras.

Without global cooperation and shared governance principles, AI could be weaponized—not just in military contexts, but through surveillance, manipulation, and digital authoritarianism. The authors urge policymakers to approach AI with the same strategic foresight that defined arms control during the Cold War.

Coexistence: Humans and AI as Partners

At the heart of Genesis is the idea of coexistence. The authors do not suggest halting AI development—but rather, ensuring that humans remain central to its evolution. We must design systems that align with human values and develop the emotional, ethical, and strategic capacities to work alongside them.

This also requires a transformation in education and leadership. Future leaders will need to pair technical literacy with philosophical depth—understanding not just how AI works, but how it fits within a broader human context.

A Call to Action for Leaders

For senior executives and transformation leaders, Genesis offers both insight and urgency. The authors call on decision-makers to:

  • Understand the transformational nature of AI and its long-term strategic implications.
  • Champion cross-disciplinary approaches, combining technology, ethics, and governance.
  • Cultivate AI literacy within their organizations to promote informed adoption and responsible innovation.
  • Advocate for global cooperation, recognizing that competitive advantage must be balanced with collective safety.

Conclusion

Genesis is not a technical manual—it’s a meditation on the choices that will shape our future. It challenges us to move beyond surface-level conversations about automation or productivity and to engage deeply with what AI means for human dignity, identity, and progress.

The authors leave us with a message that resonates long after the final page: the future of AI is not predetermined. It will be defined by the values, courage, and vision of those who lead today.

As we stand on the threshold of an AI-driven era, Genesis urges us not only to ask what AI can do—but to reflect on what we, as humans, ought to do.

Scenario Planning in Digital Transformation – Navigating Uncertainty with Strategic Foresight

In the many years I have been involved in strategic planning and roadmap formulation, scenario planning has been one of the most important tools. Especially in a digital landscape where the pace of change is exponential and unpredictable, scenario planning is extremely relevant. Transformation leaders must grapple with a range of unknowns: Which technologies will emerge as dominant? Will customers adopt faster or slower than anticipated? Will regulators accelerate or delay disruption?

Scenario planning offers a strategic approach to prepare for multiple plausible futures—enabling organizations to act with agility rather than react in crisis.


Why Scenario Planning is Crucial in Digital Transformation

Unlike traditional forecasting, scenario planning is not about predicting a single future—it’s about preparing for many. This becomes especially critical in digital transformation where:

  • Technology shifts are nonlinear and often abrupt (e.g. AI take off)
  • New competitors can emerge from adjacent industries
  • Adoption rates vary widely across geographies and customer segments
  • Cultural readiness and organizational agility are as important as tech choices

Scenario planning empowers transformation leaders to test strategies against uncertainty, align cross-functional teams, and invest with confidence, even amid ambiguity.


What Leading Research Tells Us

A cross-section of top-tier research provides a strong foundation for scenario planning in digital transformation:

🔹 IMD (Wade & Macaulay, 2018)

  • Advocates for shorter scenario horizons (2–3 years) to match digital transformation’s faster cycles.
  • Emphasizes the role of Digital Business Agility: hyperawareness, informed decision-making, and fast execution.
  • Recommends cross-functional scenario teams to ensure alignment across business, tech, and operations.

🔹 McKinsey: Next-Generation Operating Model

  • Positions scenario planning as a tool to test digital operating models built around customer journeys and integrated tech stacks.
  • Reinforces cross-silo collaboration and the sequencing of initiatives based on scenario readiness.

🔹 Deloitte: Digital Transformation 2.0

  • Introduces the Axes of Uncertainty approach to model digital-specific futures.
  • Brings in cultural transformation as a key variable in scenario evaluation.
  • Uses scenario planning to bridge divergent assumptions across business units.

🔹 Gartner: Scenario Planning for IT Leaders

  • Offers actionable frameworks for CIOs to translate digital strategy into adaptive execution.
  • Advocates modular, digital-first planning responsive to rapid tech shifts.

🔹 World Economic Forum: Digital Transformation Initiative (DTI)

  • Emphasizes ecosystem collaboration as essential to capturing digital value.
  • Provides value creation and capture frameworks to assess digital investments.
  • Highlights industry-specific scenarios and introduces the interactive “Scenario Game” tool for engaging, agile planning.

How Digital Scenario Planning Differs from Traditional Approaches

Traditional Scenario PlanningDigital Scenario Planning
5–10+ year horizons2–3 year horizons
Broad economic/political driversTech adoption, digital disruption
Siloed strategic teamsCross-functional collaboration
Linear review cyclesAgile, iterative refresh cycles
Culture often overlookedCulture is a central scenario lens

A Step-by-Step Guide to Scenario Planning in Digital Transformation

This guide synthesizes the most actionable elements from the research above:

Step 1: Define the Focus and Time Horizon

  • Choose a pivotal transformation question (e.g., platform strategy, AI deployment, customer engagement).
  • Set a 2–3 year horizon (per IMD) to match the pace of digital evolution.

Step 2: Identify Key Drivers and Critical Uncertainties

  • Form a cross-functional team (strategy, IT, ops, HR, marketing).
  • Identify external drivers and critical uncertainties (e.g., AI regulation, platform dominance, customer trust).
  • Prioritize variables by impact and uncertainty.

Step 3: Build the Scenario Matrix

  • Apply the Axes of Uncertainty method (Deloitte): Select two high-impact uncertainties to define four distinct scenarios.
  • Craft compelling names and short narratives (e.g., “Trust Deficit”, “AI Gold Rush”).
  • Incorporate culture, tech adoption, and ecosystem dynamics.

Step 4: Stress-Test Strategy and Culture

  • Evaluate each initiative across all scenarios:
    • What’s robust across all futures?
    • What’s conditional?
    • Where does culture enable or block execution?
  • Use WEF’s value creation and capture framework to refine prioritization.

Step 5: Define Early Warning Indicators

  • Develop a set of signals (regulatory shifts, competitor actions, adoption trends).
  • Assign accountability for scenario monitoring and review.

Step 6: Integrate into Governance and Portfolio Planning

  • Use scenarios to:
    • Guide steering committee strategy reviews
    • Align investment portfolios to scenario robustness
    • Shape adaptive transformation roadmaps

From Planning to Strategic Resilience

Scenario planning doesn’t eliminate uncertainty—it turns it into a strategic asset. In digital transformation, it enables bolder decisions, faster adaptation, and stronger cross-functional alignment.

By combining the frameworks from IMD, McKinsey, Deloitte, Gartner, and the World Economic Forum, organizations can embed scenario planning into their transformation governance and create a culture of preparedness and agility.

Ready to explore your digital future? Try the WEF Scenario Game to get started. Or you can also start exploring with your favourite LLM’s what relevant scenarios could be for your organisation.

Book Review: Digital Transformation – Survive and Thrive in an Era of Mass Extinction

Although already published in 2019 (more than 5 years ago), this book points several concepts still very relevant in the fast changing world of Digital Transformation. Below a summary of these concepts and recommended actions

In Digital Transformation, technology visionary Thomas Siebel offers a compelling and pragmatic guide for business leaders confronting the rapidly converging forces of cloud computing, big data, artificial intelligence (AI), and the Internet of Things (IoT). These technologies are creating an extinction-level event for legacy business models. Siebel contends that digital transformation is not optional—it is a matter of survival.

Drawing on his experience as founder of C3.ai, Siebel presents a clear strategic playbook and numerous real-world examples that demonstrate how companies across sectors can reinvent themselves using digital technologies. His message is direct: act now, or risk irrelevance.


Key Concepts

1. The Four Technology Pillars

  • Cloud Computing – On-demand computing infrastructure enabling scalability and speed
  • Big Data – Massive, diverse datasets that can be analyzed in real-time
  • Artificial Intelligence (AI) – Predictive, adaptive algorithms that learn from data
  • Internet of Things (IoT) – Billions of connected devices generating actionable data

2. A Mass Extinction Event for Legacy Businesses

  • Over half of Fortune 500 companies have disappeared since 2000
  • Disruption is hitting all industries—not just tech
  • Traditional business models are no longer sustainable

3. Digital Transformation Is a Strategic Reinvention

  • Not about marginal gains—requires full-scale operating model redesign
  • Core focus on operational efficiency, customer experience, and new value creation

4. Data as the Foundation for AI

  • Success with AI requires clean, integrated, and governed enterprise data
  • Enterprises must break down data silos and standardize architecture

5. Speed and Scale as Differentiators

  • Companies must move fast, think big, and deliver value quickly
  • Long, drawn-out transformations are no longer viable

6. Real-World Case Studies

  • Enel – Predictive maintenance across its global energy grid
  • Royal Dutch Shell – AI for well safety, energy trading, and asset optimization
  • U.S. Department of Defense – AI and IoT for battlefield awareness

Implementation Recommendations

1. Modernize Your Tech Stack

  • Shift from legacy systems to modern, elastic cloud infrastructure

2. Centralize and Unify Data

  • Build a data integration layer across all business units
  • Ensure governance and real-time accessibility

3. Deploy High-Value AI Use Cases First

  • Focus on predictive maintenance, customer churn, fraud detection, etc.

4. Adopt Agile and DevOps at Scale

  • Encourage continuous delivery and rapid iterations

5. Re-skill and Upskill the Workforce

  • Provide training in AI, data science, and cloud technologies

6. Build a Cross-Functional Operating Model

  • Blend business, IT, and data science in unified delivery teams

7. Create a Transformation Office

  • Establish a dedicated team with budget, authority, and board-level visibility

Siebel’s 10-Point CEO Action Plan

  1. Declare Digital Transformation a Strategic Priority
  2. Establish a Digital Transformation Office (DTO)
  3. Unify Enterprise Data Architecture
  4. Identify High-Impact Use Cases
  5. Deploy Agile Methodologies
  6. Form Cross-Functional Teams
  7. Invest in AI and IoT Capabilities
  8. Lead Cultural Change from the Top
  9. Develop Digital Talent and Skills
  10. Track Progress and Iterate Continuously

Final Thoughts

Digital Transformation by Thomas Siebel is a must-read for executives seeking to lead their organizations through an era of exponential change. The convergence of cloud, big data, AI, and IoT isn’t just a tech revolution—it’s a business survival imperative. With practical insights, a strong strategic framework, and a CEO-focused action plan, this book is a blueprint for industrial-scale reinvention.

Highly recommended for leaders ready to move from intention to impact.

Harnessing Curiosity for Digital Transformation Success

In a world shaped by accelerating change, new technologies, and shifting customer expectations, digital transformation is no longer optional—it’s a strategic imperative. But technology alone doesn’t drive transformation. The real differentiator lies in human capabilities—and among these, curiosity stands out as a key enabler of successful change.

Curiosity: The Human Advantage in a Digital World

Curiosity isn’t just about asking questions. It’s the active pursuit of new knowledge, perspectives, and possibilities. It fuels learning, drives innovation, and enables people to adapt quickly in fast-moving environments.

As Deloitte puts it in their research on digital fluency, “Curiosity is the catalyst that allows people to keep pace with technology—and lead with it.”

For transformation leaders, this has direct implications:

  • Curious individuals are more likely to experiment, learn, and improve.
  • Curious teams are better at breaking silos, seeking input, and iterating solutions.
  • Curious cultures are more resilient, adaptive, and open to what’s next.

Research That Connects Curiosity to Transformation Success

The Business Case for Curiosity – Harvard Business Review (Francesca Gino, 2018)

  • Curious employees are more engaged, collaborative, and better at decision-making.
  • Organizations that foster curiosity experience higher innovation and reduced groupthink.
  • Read the article →

The Mindsets of Transformation Leaders – McKinsey & Company

  • Highlights intellectual curiosity as a hallmark of successful transformation leaders.
  • Curious leaders are more willing to challenge assumptions, adapt strategy, and engage stakeholders.
  • Read the article →

Human + Machine: Reimagining Work in the Age of AI – IBM Institute for Business Value

  • Emphasizes that in the AI era, human skills like curiosity are vital complements to automation.
  • Curious individuals are better at interpreting data, asking better questions, and guiding AI to impactful outcomes.
  • Explore Human + Machine →

The Curiosity Gap: What Holds Teams Back

Despite its value, many organisations unintentionally stifle curiosity:

  • Rigid hierarchies discourage questioning.
  • Execution pressure leaves no room for reflection.
  • Fear of failure shuts down experimentation.
  • Overreliance on expertise limits fresh thinking.

These are culture issues, not people issues. Leaders play a pivotal role in changing this dynamic.

How Leaders Can Foster Curiosity

Transformation leaders can amplify curiosity in practical, powerful ways:

  • Ask more than tell: Use open-ended questions to spark exploration.
  • Normalize experimentation: Frame pilots and prototypes as learning opportunities.
  • Listen actively: Signal that new ideas and diverse perspectives are valued.
  • Reward growth: Recognize not just performance, but how people learn and adapt.
  • Lead with humility: Show you’re learning too—and invite others on the journey.

Final Word

Digital transformation is ultimately a human transformation. And curiosity is the mindset that keeps humans relevant, engaged, and future-ready.

It’s what helps a data analyst spot an emerging trend, a product manager test a radical new idea, and a CEO rethink a decades-old business model. It’s also what allows us to partner more effectively with AI—asking the right questions, interpreting signals, and imagining better solutions.

As you lead your organisation through transformation, don’t just invest in platforms and capabilities. Invest in curiosity. It’s the spark that turns potential into progress.

Master Impactful Communication in Digital Transformation

Why Communication Is the Lifeblood of Transformation Communication is more than a soft skill—it’s a strategic lever. Miscommunication or a lack of timely information can erode trust, stall progress, and sow confusion. According to McKinsey, 70% of transformation programs fail, and poor communication is often a silent contributor. Impactful communication aligns stakeholders, drives engagement, mitigates resistance, and reinforces progress. It is how leadership earns trust, how teams stay focused, and how change becomes real.

1. Why Communicate: Purpose, Alignment, and Momentum At every stage of a transformation, communication serves a purpose:

  • Clarify Purpose: Explain the “why” of the transformation—the vision, strategic drivers, and burning platform.
  • Create Alignment: Ensure all stakeholders understand their role in the broader narrative.
  • Build Momentum: Regular communication reinforces progress and sustains engagement.

Example: Continuously link messages to how the topic supports the overall strategy and purpose of the transformation.

2. What to Communicate: The Three Strategic Narratives

  • Purpose: Why are we doing this? Lay out the rationale, desired future state, and expected benefits.
  • Progress: What’s happening now? Share timelines, milestones, and any course corrections.
  • Proof: What’s working? Highlight quick wins, user stories, and lessons learned. Success stories inspire belief.

Example: A transformation dashboard updated monthly with progress visuals and a rotating spotlight on team success stories creates transparency and boosts morale.

3. How to Communicate: Channels, Formats, and Tone

  • Stakeholder-Focused: Tailor content to audience needs. Executives need strategic updates, while frontline teams need clarity on operational impacts.
  • Formats: Mix videos, infographics, text updates, and live events. Use storytelling, visuals, and humor where appropriate.
  • Tools: Combine traditional (emails, town halls) with digital (Yammer, Teams, digital signage).

Example: A short animated video used to explain a new agile model across the company generates more engagement than a 10-page slide deck.

4. Where to Communicate: Choosing the Right Channels

  • Channels: Leverage both formal (newsletters, intranet) and informal (team meetings, social platforms).
  • Internal and External: Don’t forget partners, customers, and external stakeholders when relevant.
  • Beyond Standard: Use unconventional methods like pop-up booths, floor ambassadors, or interactive kiosks.

Example: Place screens in break rooms with FAQs and video testimonials from users. Often, employees read external communication (e.g. LinkedIn) more attentively than internal channels.

5. Who Should Communicate: Roles and Responsibilities

  • Leadership: Sets the tone and provides credibility.
  • Program Teams: Share updates and own the transformation story.
  • End Users: Involve them in co-creation and let their stories become advocacy.
  • Champions/Change Agents: Act as trusted messengers within the organization.

Example: (Team) Leaders deliver tailored talking points to their teams after town halls to reinforce key messages locally.

6. When to Communicate: Cadence with Purpose

  • Routine Rhythm: Weekly newsletters, monthly video messages, quarterly town halls.
  • Event-Driven: Go-live updates, milestone achievements, leadership transitions.
  • Embedded Moments: Integrate into standups, one-on-ones, and performance reviews.

Example: A transformation team sends a short Friday note every week with “Top 3 things to know” – brief, consistent, and effective.

7. Making Communication Two-Way

  • Feedback Loops: Open Q&A forums, feedback forms, sentiment pulse checks.
  • Listening Mechanisms: Focus groups, digital suggestion boxes, skip-level meetings.
  • Empower Managers: Train and support them to act as translators and listeners.

Example: Run quarterly listening sessions where employees can anonymously submit and vote on questions.

8. Measuring Communication Effectiveness

  • Quantitative Metrics: Email open rates, intranet views, video play completion, attendance.
  • Qualitative Feedback: Employee surveys, pulse checks, sentiment analysis.
  • Behavioral Indicators: Are stakeholders taking desired actions (e.g., using a new tool, adopting a new process)?

Example: Use employee surveys to check communication effectiveness. Include questions on whether the why, who, what, where, and when of the transformation are well understood.

Conclusion: From Messaging to Meaning

Impactful communication is not just about delivering information—it’s about shaping perception, building trust, and enabling action. It’s a leadership discipline that requires intent, empathy, and agility. In digital transformations, where uncertainty is the norm, communication becomes the connective tissue that keeps strategy and execution aligned. For senior leaders, investing in communication is not optional—it’s foundational to transformation success.

How Continuous Improvement (PDCA and Kaizen) drives Adoption and Value in Digital Transformation

Why Continuous Improvement Matters in Digital Transformation

Many digital transformations falter after implementation. Technologies go live, but the full value often remains unrealized. One key reason? A lack of embedded, ongoing improvement practices.

Continuous Improvement Cycles—specifically PDCA (Plan–Do–Check–Act) and Kaizen—provide the discipline required to keep improving after deployment. They shift the mindset from “project completion” to continuous value optimization, embedding a culture that learns, adapts, and evolves.

The impact is well-documented:

💡 According to McKinsey & Company (2021), organizations that embed continuous improvement into their digital transformations are 2.5 times more likely to report successful outcomes than those focused solely on implementation.

📊 A Deloitte study (2022) found that 78% of organizations that sustained their digital transformation benefits had formalized continuous improvement processes, compared to just 31% of those that didn’t.

Real transformation success isn’t just about launching change—it’s about sustaining and evolving it continuously.


PDCA: A Structured Learning Loop for the Digital Age

The PDCA cycle, originally developed by W. Edwards Deming, remains foundational in continuous improvement. In today’s digital environment, it has been enhanced with real-time data, agile delivery, and user-centered design.

1. Plan

Define the opportunity and craft a value-aligned, testable intervention.

  • Traditional: Diagnose the current state, set improvement goals, design the change.
  • Digital Evolution: Use analytics to identify friction points, apply design thinking to understand user needs, and define digital KPIs aligned with business outcomes. Prioritize minimal viable changes over complex upfront plans.

2. Do

Test the change in a low-risk environment and gather real-world feedback.

  • Traditional: Pilot changes, document execution, and support implementation.
  • Digital Evolution: Use feature flags for controlled rollouts, run A/B tests, automate behavioral data capture, and deploy rapidly to shorten time-to-feedback.

3. Check

Assess impact and extract learnings.

  • Traditional: Compare actual results to expectations, conduct retrospectives, identify lessons.
  • Digital Evolution: Monitor via real-time dashboards, use automated testing, apply UX research, and leverage predictive analytics to detect patterns.

4. Act

Scale what works—or iterate again.

  • Traditional: Standardize successful practices, communicate changes, revisit unresolved issues.
  • Digital Evolution: Automate through CI/CD pipelines, codify learnings into playbooks, build communities of practice, and use retrospectives to institutionalize learning.

✅ When PDCA is adapted with digital enablers, it becomes a strategic engine for transformation value realization—not just an operational tool.


Kaizen: Creating a Culture of Relentless Improvement

Where PDCA offers structure, Kaizen—meaning “change for better”—injects continuous improvement with energy, ownership, and culture. Originating from Japanese manufacturing excellence, it is a philosophy that emphasizes daily, incremental progress driven by everyone in the organization.

Core Principles of Kaizen

  1. Continuous, Incremental Improvement
    • Small, low-cost changes compound into significant long-term impact.
    • Especially valuable in digital contexts, where feedback loops are fast and ongoing.
  2. Process Focus
    • Kaizen targets flawed processes, not people.
    • Teams are encouraged to map and improve end-to-end workflows—not just surface-level symptoms.

💡 Insight: In many digital failures, technology isn’t the issue—process design is. Kaizen helps uncover complexity and inefficiencies that digital tools alone can’t solve.

  1. Elimination of Waste (Muda)
    • Waste is any activity that doesn’t add customer value. Kaizen uses the TIMWOODS framework to identify eight key forms of waste:
TypeDigital Example
TransportRedundant data transfers between systems
InventoryUnused data, reports, or stored digital assets
MotionExcessive navigation in systems or interfaces
WaitingDelayed approvals, system lags
OverproductionFeatures or reports no one uses
OverprocessingManual re-checks due to low trust in automation
DefectsRework from bugs, data errors
Skills (Underuse)Not tapping into employee creativity and insight
  1. 🧭 Transformation Tip: Process mining and automation can help eliminate waste—but without a Kaizen mindset, digital solutions may just replicate analog inefficiencies.
  2. Employee Involvement and Ownership
    • Those closest to the work are best positioned to improve it.
    • Kaizen encourages bottom-up contributions, while leaders provide the tools, time, and recognition.

🟢 Example: A logistics firm equipped teams with tablets to log small improvement ideas. In six months, they implemented over 200 enhancements—resulting in a 12% productivity lift.

  1. Standardization of Improvements
    • Once something works better, it becomes the new standard.
    • This locks in gains while setting the stage for the next cycle of improvements.

“Without standards, there can be no improvement. For improvement to happen, changes must be made.”
Masaaki Imai, father of Kaizen


Making It Stick: Enablers of Success

To embed continuous improvement in your transformation:

  • Leadership Commitment – Role-model curiosity and support learning-by-doing.
  • Digital Enablers – Use analytics, process mining, and feedback loops to identify what to improve.
  • Training & Empowerment – Equip teams to run their own improvement cycles.
  • Recognition – Celebrate both the small wins and the mindset behind them.

From One-Off to Ongoing

Transformation is not a finish line—it’s a journey of continuous alignment and adaptation. PDCA and Kaizen offer practical, proven ways to embed improvement into the DNA of your organization, ensuring digital capabilities evolve with business needs.

Organizations that adopt these cycles at scale don’t just implement change—they sustain it, extend it, and accelerate its value.

AI and Digital Transformation Insights from the GDS CIO Summit

Last week, I had the pleasure and privilege of attending and speaking at the GDS CIO Summit – Noordwijk | March 12-13 2025, where I joined around 150 senior leaders from the tech industry. Over two days, we explored some of the most pressing topics shaping our industry today and those that will define the near future. It came as no surprise that 84% of CIOs consider AI a top priority, yet many are still figuring out how to effectively integrate it into their business strategies.

From Vision to Value – IT as a Competitive Advantage

The summit opened with a fantastic panel discussion featuring Angelika Trawinska van Bolhuis ( Dyson), Claudio FINOL (Fyffes), and Cameron van Orman (Planview). A key theme that emerged: IT is no longer just an enabler but a core driver of business strategy—capable of creating either competitive advantage or disadvantage.

Organizations are shifting from project-based ROI thinking to a product and business value-driven approach, requiring agile, dynamic planning and tools like Planview to align IT initiatives with evolving business priorities.

AI’s Growing Impact – The Need for Real-Time Insights

AI was a dominant theme throughout the event, and Kai Waehner (Confluent) led a deep dive into how real-time data fuels AI success. Many infrastructures aren’t designed for this shift, but event-driven architectures and data streaming are emerging as critical enablers.

One standout insight: 2025 is poised to be the year of “Agentic AI”—where autonomous AI agents collaborate in real time to optimize operations. Businesses that prepare for this transformation now will gain a significant competitive edge.

The Future of Work – Productivity, Transparency & AI Integration

How can organizations improve productivity and alignment? Sven Peters (Atlassian) shared fascinating insights into modern Systems of Work. High-performing teams don’t operate in silos; they align around OKRs (Objectives & Key Results) with full transparency.

At Atlassian, they have a simple but highly effective approach: ✅ Weekly 280-character updates to keep work visible ✅ Monthly check-ins to assess progress ✅ Quarterly reviews to refine objectives

AI is deeply embedded in this process, assisting teams in defining OKRs and structuring projects in a smarter way.

AI Regulations, Security & Workforce Evolution

The regulatory landscape around AI is evolving rapidly, particularly in Europe, and Ulrika Billström (OpenText) provided a compelling look at how companies must adapt. AI orchestrators are emerging, capable of managing multiple AI agents to drive large-scale innovation.

A key trend: Instead of moving data to AI, AI is now being deployed closer to where the data resides, fundamentally changing how organizations structure their AI ecosystems.

Day 2 – Real-Time Data & Trust

I had the honor of opening Day 2 alongside Ellen Aartsen ( KPN ), Joshan Meenowa (The KraftHeinz Company), and Ben Thompson ( GDS Group) in a discussion on how data fuels real-time decision-making.

A key question we tackled: How “real-time” does data actually need to be? While not every use case requires real-time data, all use cases require trusted data. Transparency, governance, and reducing reliance on alternative, non-trusted data sources are key to success.

AI Lifecycle Challenges – Managing Rapid Evolution

Kevin K. ( Airia – Enterprise AI Simplified ) shed light on a major challenge: the rapid pace of AI development. With 6,000–8,000 new AI models being created every week, companies struggle to keep up.

The solution? AI orchestration layers—which sit between the data, source systems, and AI models—are becoming essential to manage AI lifecycles efficiently and ensure tangible ROI.

The CIO’s Role is Evolving – Business Leadership is Key

In an insightful discussion with Alan Guthrie ( Calderys) and Alexander Press (Sanofi), we explored how the role of the CIO is undergoing a fundamental shift.

Today’s CIOs must: ✔ Operate at strategic, tactical, and operational levels ✔ Set clear technology guardrails while fostering innovation ✔ Shift IT functions toward product-driven organizations

Technology leadership alone is no longer enough—CIOs must now be business leaders.

Maximizing Tech Investments – Understanding TCO & ROI

To close the summit, @ManishNirmal ( Vimeo) provided a valuable session on how to assess the true Total Cost of Ownership (TCO). Hidden costs—such as training, migration, and operational impact—often make or break the business case for tech investments.

His recommendation? Use frameworks like MEDDIC (Metrics, Economic Buyer, Decision Criteria, Identify Pain, Champion) to map tech solutions based on real business value.

One of the most memorable takeaways: Crawl before you walk, walk before you run—but standing still is not an option.


Final Thoughts

The GDS CIO Summit was a fantastic opportunity to exchange insights with industry leaders and explore where AI and digital transformation are headed. A huge thank you to the GDS Group, especially Sophie Charnaud for her support, and all the brilliant speakers and participants for making it such an insightful event!

Balancing between Balcony and Dance Floor – Tip for Leadership in Digital Transformation

The “Balcony and Dance Floor” metaphor, introduced by Ronald Heifetz and Marty Linsky, offers a powerful framework for balancing hands-on leadership with strategic oversight. Leaders must be immersed in execution (the dance floor) while also stepping back to gain a broader perspective (the balcony). Striking this balance is crucial for digital transformation success.

Understanding the Metaphor in a Digital Transformation Context

  • The Dance Floor: This represents the daily execution of digital initiatives—overseeing system rollouts, engaging with teams, managing stakeholder concerns, and addressing immediate roadblocks. Leaders who remain solely on the dance floor risk being overwhelmed by operational challenges, losing sight of strategic priorities.
  • The Balcony: This vantage point provides the necessary space to assess overall progress, identify patterns, and anticipate challenges. A balcony perspective allows leaders to ensure that digital initiatives align with long-term business goals, rather than being reactive to short-term operational issues.

Applying the Concept to Digital Transformation Leadership

  1. Maintaining Strategic Alignment: Leaders must continuously step onto the balcony to ensure digital transformation initiatives align with broader business objectives. Without this, transformation efforts may become disjointed or lose executive sponsorship.
  2. Balancing Execution with Reflection: While hands-on engagement is necessary to drive momentum, leaders should also create time for reflection, whether through strategic reviews, executive meetings, or external benchmarking.
  3. Empowering Teams While Providing Vision: Leaders should guide digital transformation by setting a clear vision from the balcony but allow teams to execute with autonomy on the dance floor. This approach fosters innovation while maintaining alignment with the strategic roadmap.
  4. Leveraging Data and Insights: Digital transformation generates vast amounts of data. Leaders must use this data to inform their balcony perspective, identifying trends and adjusting strategies as necessary.
  5. Ensuring Adaptability: Transformation initiatives rarely go as planned. A leader’s ability to move between the dance floor and balcony ensures they can adjust strategies dynamically, responding to challenges without losing sight of the ultimate goal.

The Leadership Imperative

Effective digital transformation leaders seamlessly transition between execution and strategic reflection. Those who remain only on the dance floor risk micromanagement and burnout, while those who stay only on the balcony may become disconnected from execution realities. By mastering this balance, leaders can guide their organizations through digital transformation with clarity, resilience, and adaptability.

In an era of rapid technological evolution, adopting the “Balcony and Dance Floor” approach is more than a leadership technique—it is a necessity for driving sustainable digital change.

Harnessing Lessons Learned for Digital Transformation Success

Introduction

Digital transformation is a complex, multi-phase journey that requires continuous learning and adaptation. Organizations that systematically capture and apply lessons learned improve their chances of success, avoid recurring mistakes, and optimize future initiatives. However, many businesses either fail to document insights effectively or struggle to integrate them into future projects. This article explores the importance of lessons learned, effective approaches, implementation strategies, key challenges, and a step-by-step framework to ensure digital transformation efforts benefit from past experiences.

1. Why Lessons Learned Matter in Digital Transformation

Lessons learned play a crucial role in refining digital transformation efforts. Key benefits include:

  • Preventing Repeated Mistakes – Avoiding common pitfalls saves time, money, and resources.
  • Enhancing Decision-Making – Informed decisions based on past experiences lead to better outcomes.
  • Optimizing Processes – Continuous improvement ensures that digital initiatives become more efficient over time.
  • Strengthening Governance – Ensuring that digital transformation governance evolves based on real-world insights.
  • Fostering a Learning Culture – Encouraging teams to reflect on successes and failures promotes organizational agility.

By embedding a structured approach to lessons learned, companies can accelerate their digital transformation efforts and increase long-term success.

2. Approaches to Capturing Lessons Learned

Various methodologies exist for systematically gathering insights from digital transformation initiatives. Some of the most effective approaches include:

A. After-Action Review (AAR)

Originally developed by the U.S. Army, the AAR method uses a structured reflection process:

  1. What was supposed to happen?
  2. What actually happened?
  3. What went well and why?
  4. What can be improved and how?

B. Agile Retrospectives

Agile methodologies integrate lessons learned through retrospectives at the end of each sprint. Common questions include:

  • What worked well?
  • What didn’t go well?
  • What can we improve?
  • What are the action items for the next sprint?

C. Post-Implementation Review (PIR)

A PIR is conducted after a major project phase or the entire transformation effort. It assesses:

  • Whether objectives were met.
  • What worked and what didn’t.
  • How to apply insights to future transformations.

D. Lessons Learned Workshops

Interactive sessions where key stakeholders share insights using structured formats like:

  • Start, Stop, Continue review.
  • Root Cause Analysis (Fishbone Diagrams).
  • Timeline Review with Thematic Grouping of Issues.

E. Knowledge Repositories for Continuous Learning

Organizations can store and share lessons learned using:

  • Digital transformation playbooks.
  • Internal knowledge management systems (e.g., Confluence, SharePoint).
  • AI-driven repositories for searchability.

3. Applying Lessons Learned in Digital Transformation

Capturing lessons is only valuable if they are applied effectively. Here’s how organizations can ensure insights drive real change:

A. Integrate Lessons into Governance Structures

  • Assign a Lessons Learned Owner or a Transformation Office to track insights.
  • Make lessons learned a standard agenda item in executive steering committees.
  • Embed lessons into organizational decision-making and process improvements.

B. Apply Lessons at Different Levels

  1. Sprint/Phase Level – Immediate adjustments based on sprint retrospectives.
  2. Program/Portfolio Level – Aggregate insights to refine digital strategies.
  3. Enterprise Level – Consolidate transformation-wide lessons into strategic planning.

C. Communicate Lessons Effectively

Lessons must reach the right audience to be impactful:

AudienceCommunication Approach
ExecutivesSummary reports, dashboard insights
Project TeamsWorkshops, sprint reviews, playbooks
Entire OrganizationNewsletters, town halls, digital knowledge hubs

D. Overcoming Common Challenges

ChallengeSolution
Teams don’t document lessonsUse structured templates and automated tools
Lessons aren’t appliedAssign accountability and track implementation
Resistance to discussing failuresFoster a blame-free culture focused on improvement
Insights are scattered across silosCentralize in a knowledge management system

4. Step-by-Step Framework for Implementing Lessons Learned

Step 1: Capture Lessons at Key Milestones

  • Conduct lessons learned sessions at the end of sprints, phases, and projects.
  • Use structured templates and tools to document insights.

Step 2: Analyze and Prioritize Insights

  • Categorize lessons into successes, challenges, opportunities, and recommendations.
  • Use analytical tools like Root Cause Analysis to extract meaningful trends.
  • Prioritize lessons based on strategic impact.

Step 3: Integrate Lessons into Future Projects

  • Update digital transformation playbooks and methodologies.
  • Include lessons learned in risk management frameworks.
  • Modify Standard Operating Procedures (SOPs) based on past experiences.

Step 4: Communicate Lessons Across the Organization

  • Tailor communication methods for different audiences (executives, teams, entire organization).
  • Use multiple channels: internal portals, newsletters, videos, and town halls.
  • Establish a continuous feedback loop for ongoing knowledge sharing.

Step 5: Institutionalize Lessons for Long-Term Impact

  • Develop a centralized knowledge repository for easy retrieval of past lessons.
  • Create a Lessons Learned Playbook to guide future teams, e.g. with Do’s and Don’ts
  • Measure impact through KPIs such as reduced project failures, increased efficiency, and improved adoption rates.

5. Final Thoughts

Applying lessons learned in digital transformation is essential for continuous improvement and long-term success. By embedding a structured process into governance, decision-making, and cultural practices, organizations can avoid repeating mistakes, optimize their digital initiatives, and drive better outcomes.

Successful digital transformations are not just about implementing new technologies—they are about learning, adapting, and evolving. Organizations that prioritize lessons learned as a strategic capability will lead the way in digital excellence.