Yuval Dvir (pictured)is an authority on digital disruption, having created a blueprint for culture change from Skype’s global transformation. This achievement, combined with his knowledge of technology, makes Yuval one of the AI Speaker experts on the speaking circuit. In this insightful interview, Yuval reveals the secret to Skype’s successful transformation and what businesses can do to embrace digital technologies.
How did you transform Skype?
“When I was promoted at Skype to lead the business transformation, I had multiple people across the organization telling me it was the third attempt trying to change the company culture, and the business was going to fail again. After a few weeks, I understood what they meant. Nobody really had any sort of appetite to change, and we were very close to failing once again.
“The difference sometimes between failed transformations and the one that succeeds is the conviction you have [from] the leadership team, and the people who move and adopt the transformation. That’s a key thing.”
Why do some business leaders resist digital transformation?
“Well, some business leaders are genuinely concerned about technology, because, in their past experience, they haven’t really dealt with it. They’re not as proficient with it as some people. Some of them are just concerned about what technology would bring, because transformation may be triggered by technology, but it means much more in terms of what it brings to the company.
“Some people, as a result, would prefer to stop any change from happening whatsoever, and ensure that their own domain and function continues as the way it is, with no transparency, with no change to their business. So, those are the problematic people that have the resistance. The others, the ones that are not as proficient, but have the ability or the desire or the motivation to learn, usually see the benefit, the value to them.”
What metrics do you use to define the success of digital transformation?
“There are two types of metrics that you need: the metrics for the transformation itself and the metrics for the business, they are tied. What I mean by that is the metrics for the digital transformation depend really on the type of transformation.
“Are we doing a sort of initiative or a new product or is it the true corporate-wide gtransformation which has not only the technological aspect or the business aspects, but the people aspects and very much cultural aspects? If we think about the transformation metrics, it is how many engaged employees do we have? Are we able to reduce the complexity of the organization using any sort of metrics – from the number of products – to see the time it takes to launch an event or a product? And so on and so forth.”
What is it that you like about data?
“What I like about data so much is the fact that in some cases, when it’s measured correctly or when you’re being very thorough with the data, then sometimes… it’s a slam dunk! You can’t argue against it. It closes a situation or debate. It supplies factual evidence and makes decisions as a result much faster. I think what we’re starting to learn more and more right now is things we’ve considered not scientific enough, such as gut feeling and intuition, are becoming actually more scientific than we initially thought they were.
“So, to give you an example, we believe that our conscious mind is what makes us make decisions and decide where we want to go. But, it’s actually the main part of our brain that we don’t have even access to, the subconscious mind, where all the decisions, all the calculations are actually being made, because there are some things that we are not aware of and are due to our computing power in the brain. Perhaps, that shines a light on something that currently our conscious mind cannot even see.”