Digital Transformation Strategies for Enterprises

Civil servants deserve good UX too. But most internal government tools treat users like an afterthought. We focus obsessively on citizen-facing services. GOV.UK is world-class. Digital services win awards for user experience. Then civil servants log into their internal systems and it's like stepping back 15 years. Clunky interfaces. Multi-step processes for simple tasks. Systems that fight users instead of helping them. We recently worked on a facilities management transformation where internal staff had to log maintenance jobs, manage third-party suppliers, and track finance across thousands of locations. The previous system made basic tasks needlessly complex. Staff spent more time wrestling with the tool than solving the actual problem. What good internal UX actually requires: → Design thinking applied to staff workflows, not just citizen journeys  → Understanding how people actually work, not how process maps say they should  → Making common tasks simple, even if it means more complexity behind the scenes The result was seamless processes for internal staff to log jobs, get suppliers paid efficiently, and manage complaints better. Good UX isn't just for citizens.  When internal tools are well-designed, staff work faster, make fewer errors, and focus on value instead of fighting systems. The best digital transformation improves life for everyone who touches the service, not just the end user. What's the worst internal tool you've had to use daily? #UserExperience #GovTech #DigitalTransformation

I’ve spent the majority of my time the last few months working on a new set of AI transformation frameworks and tools for individuals and organizations. We’re planning to release everything as part of an overall system later this year, but I figured I’d start sharing some of the concepts that I’ve been developing. When it comes to assessing the AI maturity of businesses, we’ve landed on 8 core pillars that together represent the full scope of organizational AI transformation: 1) Vision: AI transformation starts with leadership clarity. This pillar examines whether your organization's leaders have built the shared understanding, vision, and cultural foundation that makes sustained AI transformation possible. 2) Strategy: Strategy lays the groundwork to turn ambitions into actions. This pillar assesses whether your organization has translated its AI vision into a clear roadmap with dedicated resources, defined structures, and aligned partnerships that enable real progress. 3) Data: AI is only as powerful as the data behind it. This pillar examines whether your organization's data is ready for AI, and whether the right guardrails are in place to use it responsibly. 4) Technology: Access to the right tools is a prerequisite for AI transformation, but access alone isn't enough. This pillar looks at whether employees have the tools they need, the support to use them well, and the rigor to choose and evaluate them intelligently. 5) Governance: Responsible AI is the foundation of sustainable transformation. This pillar assesses whether your organization has the policies, oversight, accountability structures, and transparency practices to use AI safely and ethically. 6) Literacy: AI education and training are the foundation for success in every organization. This pillar examines whether employees have the knowledge, skills, behaviors, and mindsets to work effectively with AI—from everyday tasks to advanced applications. 7) People: Business AI transformation is ultimately a collection of personal transformations. This pillar looks at whether your organization is measuring, developing, incentivizing, and supporting its people in ways that make AI adoption impactful and sustainable. 8) Performance: Transformation must produce results. This pillar measures whether AI is generating tangible, measurable business impact—from operational efficiency to revenue growth to new forms of value creation. Within these 8 pillars, we’ve identified dozens of variables that impact your organization's AI readiness and evolution. I’ll expand on each of the pillars in future posts, newsletters, and podcast episodes.

SAP just picked Claude for the hard part This changes more than Joule SAP bringing Anthropic’s Claude into Joule is not “just another AI announcement.” This is bigger. Because SAP is not saying, “Here is a chatbot.” SAP is saying, “Here is the reasoning layer that can sit inside business processes.” That matters. A chatbot answers questions. A reasoning engine decides what should happen next. That is a very different game. Think about what this means inside SAP. Finance. HR. Procurement. Supply chain. Compliance. Approvals. Exceptions. Vendor issues. Employee questions. Quarter-end pressure. These are not simple Q&A use cases. These are messy business decisions with rules, context, data, audit trails, and risk. That is why Claude inside Joule is important. Not because Claude is “cool.” Not because AI is trending. But because SAP workflows need reasoning, not just text generation. Here is the uncomfortable truth. Most SAP consultants still think AI in SAP means: “Write me ABAP code.” “Summarize this document.” “Create a test case.” “Explain this error.” Useful? Yes. But small. The real shift is when AI starts helping execute enterprise workflows. Not replacing SAP. Not bypassing SAP. Sitting inside SAP and helping the business move faster. That is where things get serious. And this is where the SAP ecosystem needs to wake up. If Joule agents can reason across S/4HANA, SuccessFactors, Ariba, procurement, HR, and supply chain, then the skills needed in SAP will change fast. The next SAP professional cannot survive only on transactions. They need to understand: • Business processes • Data models • Controls and governance • AI agents • MCP • Integration • Security • Exception handling Because AI will not remove SAP complexity. It will expose who understands it. That is the real truth. Claude may become the reasoning engine. Joule may become the user experience. SAP BTP may become the control layer. But consultants who understand the business process will still be the ones who win. AI will not kill SAP careers. It will kill shallow SAP careers. The future belongs to consultants who can connect process, data, AI, and execution. And honestly, that future is already starting. P.S. Do you think Claude inside Joule is a real SAP shift, or just another AI headline?

Experience isn’t an accessory. It’s the architecture. 🏛️ For years, digital transformation focused on technology, systems, platforms and tools. However, adoption has often lagged and Impact plateaued. Why? Because transformation is designed for machines, not minds. It will always hit a ceiling. Today, the real differentiator isn’t just tech, it’s human alignment. When we embed behavioral insight into the very fabric of change, transformation becomes scalable, sustainable and measurable. This shift reframes how we think about: 1. Cognitive design: Nudges, defaults and simplicity that make the right actions effortless 2. Social dynamics: Peer influence, purpose and recognition as catalysts for adoption 3. System alignment: Governance, incentives and telemetry that evolve with human behavior Experience is at the core of Digital Foundation; it's not a slogan, but a structural imperative. It demands leaders who can bridge the gap between technology and psychology, who measure adoption as rigorously as they measure deployment and who design ecosystems where humans and intelligent systems co-create value. The question isn’t “how do we implement more tech?” It’s “how do we architect transformation around human experience? 👉 What’s your perspective? Are we ready to make experience the foundation of digital change? #DigitalTransformation #Leadership #HumanCenteredDesign #ExperienceAsInfrastructure #FutureOfWork

"Enterprises don't need to be rebuilt around AI. AI needs to be thoughtfully brought into the enterprise in a way that respects what is already working and strengthens it." That was SAP's opening line at Sapphire 2026. And it's the most grounded thing I've heard from a major technology vendor in this entire AI cycle Most vendors pitch rip-and-replace. Start fresh and rebuild your stack. SAP went the other direction. They embedded Anthropic's Claude directly inside Joule across S/4HANA, SuccessFactors, and Ariba. AI agents that close books, reroute supplier orders, and prepare CFO briefings with live data in minutes instead of hours. All while operating inside the governance and compliance frameworks their customers already trust. That matters because the biggest friction I see in enterprise AI isn't the technology. It's the fear that adopting AI means tearing apart systems that took years to build. SAP just removed that objection for hundreds of thousands of companies running their back offices on SAP. This doesn’t mean the role of a Treasury Manager disappears. What disappears are the hours of manual assembly in that role. Giving us the difference between replacement and redesign. This is the kind of framing that actually gets enterprise leaders to move #EnterpriseAI #SAP #Anthropic #AIAdoption #AutonomousEnterprise #AgenticAI #CFO #DigitalTransformation #BusinessStrategy #ERP #Leadership

The more I speak to marketers, founders, and creators, the clearer it gets: 2026 won’t be kinder to anyone who’s guessing their way through digital marketing. I remember looking at my dashboards earlier this year and thinking… this isn’t how marketing used to feel. AI is rewriting how we create. Automation is reshaping how we execute. And data now decides who gets discovered and who disappears. What this really means is that the old, siloed way of doing things is gone. SEO can’t live without content. PPC doesn’t work without analytics. Social means nothing without a strategy behind it. Everything is stitched together, whether we realise it or not. That’s why I ended up building the 2025 Digital Marketing Mind Map. Not as another fancy “resource”, but as a way to make sense of the chaos. One view. One structure. One system that shows how all the pieces actually connect. Inside it, I’ve mapped the things that matter: • SEO that adapts to smarter search behaviour and AI-driven tools • PPC that focuses on intent, bidding intelligence, and real performance • Social strategies that build brands instead of feeding algorithms • Content and email that create trust while automation handles the heavy lifting • Analytics that show you what to fix, what to scale, and what to stop wasting money on Once you see the whole system together, marketing stops feeling random. Your ads work better. Your content lands harder. Your decisions get sharper. Here’s the thing: 2026 won’t reward people who simply post more. It’ll reward people who plan smarter. Save this if you want to revisit it later. Share it if you want others to be ready for what’s coming. #DigitalMarketing #MarketingStrategy #LinkedInCreators #AIinMarketing #PerformanceMarketing #ContentMarketing #SEO #PPC #SocialMediaStrategy #EmailMarketing #Analytics #Marketing2026

'Social is just for awareness, not revenue.' I used to agree. But last quarter alone, my social presence influenced ~$15m in pipeline! Here's what most CEOs get wrong about social and what I wish I'd known sooner... CONTEXT: I've been a CEO for almost a decade. But only embraced social 14 months ago. Why the delay? I was trapped in old thinking: 𝘐𝘴 𝘵𝘩𝘪𝘴 𝘸𝘰𝘳𝘵𝘩 𝘮𝘺 𝘵𝘪𝘮𝘦?  𝘞𝘪𝘭𝘭 𝘪𝘵 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘥𝘳𝘪𝘷𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴?  𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘮𝘦𝘢𝘴𝘶𝘳𝘦 𝘴𝘶𝘤𝘤𝘦𝘴𝘴? Fast forward to today: → Social influences the majority of our enterprise deals → We close deals faster with socially-engaged buyers 
 → 15M impressions on my LinkedIn content in just 90 days  → I get invited to stages that would cost us tens of thousands  → Top talent reaches out directly → Gong shows my exec presence being mentioned more times in Q125 than all of 2024 But I didn't get here overnight… Along the way, I had to confront several myths that were keeping me - and many executives - on the social sidelines. Let me share the biggest myths I overcame: 1. "𝐒𝐨𝐜𝐢𝐚𝐥 𝐈𝐬 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠'𝐬 𝐉𝐨𝐛, 𝐍𝐨𝐭 𝐌𝐢𝐧𝐞" As CEO, your voice carries unique authority that resonates with other executives. When I post, we see engagement from decision-makers who never click on our brand content.
 2. "𝐈 𝐃𝐨𝐧'𝐭 𝐇𝐚𝐯𝐞 𝐓𝐢𝐦𝐞 𝐅𝐨𝐫 𝐓𝐡𝐢𝐬" I spend 2 hours daily on social. Besides posting,  I’m listening, engaging with customers, and noticing what’s happening. The ROI on that time is immeasurable. 3. "𝐓𝐡𝐞𝐫𝐞'𝐬 𝐍𝐨 𝐖𝐚𝐲 𝐓𝐨 𝐌𝐞𝐚𝐬𝐮𝐫𝐞 𝐈𝐦𝐩𝐚𝐜𝐭" Wrong. We track impression value, lead attribution, deal influence, and sales velocity. 4. "𝐈𝐭'𝐬 𝐓𝐨𝐨 𝐑𝐢𝐬𝐤𝐲 𝐅𝐨𝐫 𝐌𝐲 𝐑𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧" While you worry about saying the wrong thing, your competition is building relationships with your customers. A social presence isn't risky, it’s expected. The executives getting left behind aren't the ones who never showed up. 5. "𝐌𝐲 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝐈𝐬 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭" I came from finance - an industry notorious for social skepticism. Today? Goldman Sachs executives are building personal brands. If banking embraces social, your industry has no excuse. TL;DR: You can wait for your competitors to own the conversation. Or you can shape it yourself, starting today.

Does social media drive revenue? Absolutely — but only when the social media flywheel is in motion. Organic content builds credibility, trust, and community over time. Paid media amplifies impact at every stage of the funnel. Leaders on LinkedIn show up with authority and authenticity, driving brand visibility. Sales and BD teams use social not to pitch, but to connect — staying active, present, and top of mind. When these elements align, social media stops being background noise and starts becoming a true growth engine for your business. Want to see the data behind it? Watch this video where I unpack a study on how social media performance directly impacts revenue growth for Fortune 500 companies.

HEY MARKETERS, social media is not just an awareness channel 👋 We’ve seen downloads, trials, and sales made directly from social posts. Not just likes and saves… Get this: There are 5 billion people spending over 2 hours on social media everyday. That’s billions of unfiltered preferences, pain points, and motivations being shared in real time. So if you really think about it, social is the largest focus group on the planet. And when you embed social listening into your daily practice, you don’t just hear your customers, you act on what you learn. And that informed action is where real business impact begins. → We can learn about a trend our ICP is interacting with and embed that into a conversion funnel social post. → We can uncover what our audience actually cares about and spark real conversions that actually moves the needle. → We can catch real-time feedback and feed that directly back to product teams to inform future updates. I could go on but the gist is the impact of social goes beyond engagement metrics. Your social team isn’t just “posting” they’re driving real business impact so please invest accordingly 🫶

Most EPM vendor demos look convincing. Clean dashboards. Smooth workflows. A clear implementation plan... And a promise that this time will be simpler than the last. But a good demo does not tell you whether the platform will create value once it is live, or whether the business will actually use it. That requires a different set of questions. 1. Functional fit Can the business adapt planning logic, scenarios and assumptions themselves, or will every change require IT or vendor support? 2. Technical capabilities Can the platform integrate reliable actuals from ERP, HRIS and other core systems without manual reconciliation? And does it meet data protection, security and audit requirements from the start? 3. Cost and value What is the full cost, including integration, administration, licences, training and change effort? And will the business case still hold as the organisation scales? 4. Vendor and support What do comparable companies say about the vendor after implementation, not just during selection? And is the support model strong enough for the complexity of your organisation? 5. Implementation and adoption How much real team effort is needed to reach a useful first forecast? And will budget owners plan directly in the tool, or will finance still collect inputs offline? Once the criteria are clear, the selection process matters just as much: • Define the requirements before engaging vendors Align internally on the business problems the platform must solve. • Compare a real shortlist Assess options against agreed criteria, not preference, familiarity or demo quality. • Test with your own data Validate planning logic, integrations, reporting and user experience in your actual context. • Secure leadership commitment before signing Adoption depends on decisions, ownership and behaviours, not only configuration. The best EPM platform is not the one with the strongest demo. It is the one that fits your planning ambition, data reality and ability to change. Which of these questions would your current platform struggle to answer? P.S. This lens is part of our broader FP&A software selection framework. Happy to share the full guide if useful for a selection you are running.