UK Startup & Scaleup Week

In this interview, technology leader Kirsten Edmondson, who has held senior roles at companies like the BBC, Three Mobile, Newcastle University, De La Rue & AXA Insurance, breaks down the true meaning of Digital Transformation (DT) & crucially, what it takes to get it right.

What is Digital Transformation?

Edmondson defines digital transformation as the process of integrating digital technology into all areas of an organisation, coupled with developing the necessary skills to leverage that technology effectively.

• Customer-Centricity is Key: DT must revolve around the customer or user experience.
• Business Model Change: It often involves a shift in the underlying business model.
• Tech is the Underpinning: Technology – from web in the early days to cloud, data & now AI – is what supports this change.
• Work Smarter: The goal is for machines to handle the “heavy lifting”, freeing up human beings to focus on tasks that only they can do, such as providing insight & adding value.

Edmondson has been working in this space since 1994, building websites for the BBC before ‘digital transformation’ was a common term, highlighting that the core idea has always been about changing an ‘inside-out’ business view (pushing a product) to an ‘outside-in’ view (structuring around the user’s needs).

The Triggers for Transformation

Why do companies undertake DT projects? Edmondson points to several key drivers:

• Problem-Solving: The most effective trigger is the desire to solve a business problem caused by changing market conditions, shifts in customer behaviour, new regulatory environments or economic pressures.
• Efficiency & Value: Organisations seek to reduce waste, increase efficiency & create more value to remain competitive (or to scale beyond manual systems).
• Fear of Missing Out (FOMO): While a common trigger, simply adopting a new trend (like AI) for vanity or to keep up with competitors without a clear problem to solve is often a recipe for failure.

The Success Formula: People, Process, Technology

According to Edmondson, the key to successful DT is to prioritise the elements in this order: People, Process & then Technology.

• People First: The most complex system an organisation deals with is human beings. Transformation must consider the people who will work with the new systems & the customers who will use them. Overlooking issues like accessibility or the digital divide leads to problems.
• The Problem with Top-Down Tech: Too often, early DT efforts were technology-led, with process & people being an afterthought. This approach creates resistance & fails to leverage the full potential of the technology.
• Buy-in at All Levels: Successful change requires buy-in from the executive team down to the front-line staff. Middle management often feels the most pain from process changes & can be a source of resistance if not brought on board & communicated with transparently.
• Transparency & Measurement: Teams need psychological safety to admit when something isn’t working. Success must be measured through clear, data-driven metrics (OKRs, KPIs) & progress must be constantly & transparently communicated to all stakeholders.

Neurodiversity & Tapping into New Talent

Edmondson is a strong advocate for focusing on the Equity component of Diversity, Equity & Inclusion (DE&I), particularly for neurodiversity. She highlights that optimising for people’s needs gets the best out of them.

• Adapting the Environment: Physical office environments (busy, open plan, strip lighting) can be huge barriers for neurodivergent individuals. Creating low-sensory environments is crucial.
• Tailoring Communication: Managers must be trained to adapt their communication style. For example, some employees may need one prescriptive task at a time, while others need the full, complete picture to orient their work. This is not ‘pandering’ but ‘optimising’.
• Inclusive Recruitment: To access wider talent pools, organisations should:
  • Change Job Ad Language: Remove aggressive verbs & adjectives, focusing on collaboration to appeal to a broader audience, including women & collective thinkers.
  • Focus on Equity: Send out interview questions in advance to ensure candidates, especially those who are neurodivergent or returning to work, are on a level playing field where their skills – not their interviewing technique – are assessed.
• The Power of Diversity of Thought: Bringing together people with different life experiences & neural pathways (e.g., someone with an expensive education & someone who is self-taught) leads to unconventional & highly effective problem-solving, which ultimately benefits the organisation’s bottom line.

If you’d like to know more about Kirsten Edmondson & her work, Follow / Connect with her on LinkedIn at www.linkedin.com/in/kirstenedmondson

ps You can also listen to this interview (& more) on Paul’s ‘SuperConnector Show’ podcast which is available on Apple Podcasts, Spotify, Amazon Music, Audible or Spreaker via our ‘Podcasts‘ page.