True Transformation is More Than Upgrading Technology
The hardest part of transformation is always about shifting mindsets, managing resistance and fostering adoption among users and stakeholders who may or may not be welcoming of change.
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The AI revolution may be here, but how do your teams feel about it? Real transformation is “about managing people’s reaction to technology and change,” says Patricia Mulles, Director and Global Head of Partnerships at She Loves Data, and Founder of M & O Infinite Library, a marketing transformation agency.
This is no small task. Patricia encourages business leaders to be open to employees’ fears, try to create a change mindset and set guardrails to encourage experimentation within responsible boundaries.
We spoke to Patricia about what it takes to action change within an enterprise. Full interview below;
Tell us a bit about yourself, and how you came to be a transformation leader.
I’ve always been in media and technology – perhaps inevitably, being the daughter of a journalist and a technology liaison for the World Bank.
The work of transformation crept up on me while leading a large project for a client, the Asian Development Bank, nearly three decades ago at Cross Media Integration, one of my early startups, then called a convergence technology consultancy.
Back then, the term ‘digital transformation’ was yet to be coined, but you could say that the gargantuan task of digitising the bank’s library for its China-focused projects, along with developing an intranet for its users, certainly qualified it as such. The work was challenging, but successful enough to merit future projects to expand the online library, and bring the rest of the bank’s documents and database, and their many users, to the digital age.
I would continue to do many other transformation projects, including at Samsung APAC where I was tasked to unify customer data and have a single view of customers from disparate, siloed product and service groups. All this, while developing and marketing new apps to encourage customer loyalty.
Throughout my career, I’ve learned that true transformation is more than just upgrading technology. The hardest part of transformation is always about shifting mindsets, managing resistance and fostering adoption among users and stakeholders who may or may not be welcoming of new techs. This is why today, at my marketing transformation agency M & O Infinite Library, we prioritise stakeholder engagement, including exhaustive Prosci-forward interviews with all potential user groups, not just the technologists or project leads.
This is also why I continue to wear my second hat as Director and Global Head of Partnerships at She Loves Data, an award-winning, 25,000-strong global non-profit that is committed to enabling more people in an age when knowing what to do with digital data is paramount. As more individuals understand and appreciate the potential of technology to enhance facets of our work and lives, our role as transformation agents becomes not only easier, but significantly more impactful.
Tell us about She Loves Data and what kind of partnerships you are looking for to create impact.
She Loves Data focuses on helping women become more active contributors to a data and AI-driven future. We address three critical gaps: Competence (tech skills), Confidence (imposter syndrome), and Leadership.
Women are still significantly underrepresented in tech, especially at the C-suite level. We can’t build a fair, innovative and economically sustainable future when only a few dictate what goes into AI algorithms or those tech policies that are critical determinants of lives and economies.
In today’s climate, where progress is at risk, our mission to upskill diverse talent is more urgent than ever. Research has consistently shown that a more diverse, tech-literate workforce drives greater productivity, innovation, growth in profits and GDPs. We seek partners who recognise this impact, and are committed to investing in a more inclusive future through tech-literacy initiatives.
You have worked closely with women who aspire to be leaders in technology. What are the things that surprise you, and what advice would you give our readers?
I’ve been very privileged to work with many inspiring women who are already at the top of their game in tech, as well as the next generation of aspiring female leaders.
What I’ve observed about both groups, that depending on who the person is, surprises me in different ways:
- Non-linear paths to success. Many did not start with technical backgrounds. You don’t need to be a graduate of a Computer Science or Engineering course to succeed in the field. We see former accountants or nurses turning into data analysts.
- Brilliance beyond code. Even those in highly technical roles often stand out not just for their skills, but also for their ability to communicate, lead and drive change.
- Deep personal motivations. Many aspiring women leaders have compelling origin stories – whether overcoming adversity, breaking barriers and/or solving real world problems – that fuel their drive to lead.
My advice? Stay the course. The tech industry (actually, all industries everywhere in the world), needs more women co-driving the future of data and AI – not just as participants, but as decision makers. Even in the face of opposition and other challenges, your perspective, expertise and leadership are vital in creating a more inclusive and forward-thinking world—a world where you or your daughters can be astronauts and have astronaut suits that actually fit your unique body shape, so you can better discover new worlds.
You have worked with MNCs to drive customer-centric initiatives—what’s the biggest barrier to getting more of the workforce to adopt the mindset?
Though customer-centricity has been proven to increase customer lifetime value by at least 33%, many in the workforce ignore or overlook this because of very human behaviours.
I’ve seen two common barriers. First, when customer-centric policies conflict with employees’ personal needs, adoption suffers.
For example, at a cable shopping channel, customer service agents refused late shifts despite the promise of higher commissions. The real issue? Safety and convenience in commuting at odd hours. The solution wasn’t monetary, it was providing safe transportation, which immediately solved the resistance. When employees feel valued, they are far more likely to provide customer service with a smile.
The second barrier I see is siloed, political cultures. Many organisations still operate in rigid silos, where departments work in isolation and fail to see the big picture, rather than collaborate towards a shared business goal. Sometimes, this can be solved by making company data transparent, and decision-making democratised, enabling them to align more effectively with customer needs.
Ultimately, both barriers tie back to leadership. If the leader is unable to enforce internal alignments between customer priorities, company systems and workforce concerns, there will be high inefficiency, high employee turnover and more dissatisfied customers that will most certainly affect the bottom line.
Your employees are your first customers. If they are happy, they will naturally create better experiences for your customers.
How should business leaders adopt change management to ease into the upcoming AI revolution?
A profound but succinct insight I heard at our She Loves Data Courage Council roundtables: “The hard stuff is the soft stuff.” This perfectly captures the essence of change management and what I meant earlier.
Successful transformation is not about upgrading technology, it is about managing people’s reaction to technology and change. This is even more challenging now, with AI evolving at an unprecedented pace. Many fear obsolescence, irrelevance, or the loss of their livelihoods.
Still, people can be won over, and some of the approaches I’ve seen working are:
- Start with a clear vision. Transformation starts with a shared purpose. It should also be succinct and action-oriented, so it can be communicated to all stakeholders and internalised as a mantra, and tied to a powerful ‘why’ that will resonate across teams. Programming, after all, starts in hearts and minds.
- Often said, but hard to live by: lead with authenticity. Be transparent, own your mistakes, and set the tone for trust. Millennials and GenZs demand real leadership, not corporate-speak.
- Be realistic about boundaries and expectations. Change is always gradual, and you want to be able to measure the impact of such changes. That takes time.
- Involve all stakeholders. Always. Involvement fosters ownership. When people feel heard, resistance drops.
- Identify skills gaps and encourage a culture of lifelong learning. AI will continue to reshape jobs – relearn or get left behind is the new reality. Invest in continuous upskilling.
- Leverage external expertise. Partner with industry experts to educate and inspire your workforce.
- Encourage experimentation. Celebrate wins but also create safe spaces for failure. Innovation thrives in environments where people aren’t afraid to try.
- Enable quick and autonomous decision making through democratised data.
- At the same time, always keep your eye on ethics and governance. AI isn’t just about customers – it’s about your first customers: your employees. Responsible AI adoption starts within.
- Finally, keep believing in humanity’s ability to adapt and course-correct. Fear and uncertainty will always exist, but progress is inevitable. We have no choice but to move forward.
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