Moving your company forward in the wake of the pandemic.Īnother challenge brought about by the increase in remote work is getting a handle on employee sentiment without as much face-to-face interaction. These largely invisible background technologies allow employees to enjoy the same access to enabling tools and sensitive information, wherever they happen to be. It uses sophisticated artificial intelligence to detect unusual employee behavior and has dramatically simplified the two-factor authentication experience required to access internal systems. For example, DBS now places a “digital watermark,” or a unique pattern, on each user’s screen. But with the increased need for remote work, DBS now uses new techniques - some of which were originally created to combat credit card fraud - to enhance the security of remote work, without compromising the user experience. Due to these concerns, DBS did not allow most employees to access sensitive systems from home prior to the pandemic. The rise of people working from home in the wake of the Covid-19 pandemic has brought new security risks, such as the possibility of bad actors more easily taking photos of screens, to use one example. Like most banks, DBS is very security-conscious.

The team seeks to use technology to create friction-free, human experiences, where the technology itself disappears into the background. He led a team called “Future of Work” that helps to accelerate innovation and drive technology adoption across the workforce. Paul served as the Chief Data and Transformation Officer for DBS Bank in Singapore for more than a decade. 1) Use technology to make technology disappear. This case suggests three key tactics to enable successful digital transformation: use technology to make technology disappear, actively shape day-to-day behavior, and systematically reinforce desired behavior changes. How do you encourage and enable distributed groups of people to get the most out of new digital technologies? Let’s consider a case study of how DBS Bank in Singapore managed the transition to more distributed, remote work over the past two years. As Oracle CEO Safra Catz notes, “The hard thing about these transformations isn’t the technology. Otherwise, you replace fax machines with email, email with Slack, Slack with neurologically transmitted messages (someday!), but still find past problems perpetuating. But those investments only lead to transformation if they are coupled with serious work helping people adopt and use that technology in meaningfully different ways. Sure, digital transformation requires that companies upgrade systems and make sure people have the right tools and know how to use them. Nothing changes unless people’s behavior changes.

Dual Transformation by Scott D. Anthony