Some of the most successful business transformations he’s led have been when operational and tech delivery teams have collaborated as one cross-functional unit. “By breaking down the silos and fostering an environment of joint accountability, everyone can benefit from the change,” he says. In his previous role at Transport for New South Wales, he led the digitization of the planning, booking, and payment experience for transport customers across the state. Because this project affected so many people, he quickly learned the value of human-centred product design, and piloting digital products with different customer segments — particularly those that experience accessibility challenges — to guarantee the transition happened as smoothly as possible.
Communicate, communicate, communicate
When a new strategy lands, the goals and outcomes must be very clear. “I often use storytelling to make the vision relatable and engaging, which helps teams gain understanding,” says Bell. “Very often, these initiatives span more than one team, so seeding ideas through cross-collaboration provides visibility around what everyone is working on and how their roles are connected, which fosters feelings of inclusion.”
Caryn Bell, business unit CIO, FNB Infrastructure and Security Services
FNB
She and her team also often have alignment check-ins to find out if they’re still on track, asking what’s needed to add, take out, or put back. “Our daily and weekly stand-ups are rich with outcomes and feedback, and this feedback is made available to everyone, even if they can’t be present,” she adds. “Communication around the why is always appreciated because context matters. “Communicating target outcomes, when meaningful and achievable, can make teams feel accomplished instead of being pulled in multiple directions.”
