Jacque Myers has 12 years of experience driving digital acceleration across government and commercial organizations. Her specialties include stakeholder research, digital engagement, change management, behavior change, and strategic communications. Jacque currently leads Booz Allen’s Technology Realization and Adoption capability, which applies stakeholder experience management and journey design to facilitate successful digital acceleration. She is passionate about using emerging technology to solve problems and affect positive change.

How did you get involved with change management? I came to Booz Allen at a time when digital and social media were providing unprecedented opportunities for public engagement, and I’m honored to have been a part of the early “Government 2.0” community that championed increased transparency and efficiency in government. That experience taught me the power of digital solutions, but it also demonstrated the importance of addressing the people and organizational aspects of digital acceleration. Throughout the last 10 years, I helped my clients use social media to improve access to healthcare, drive analytics to enhance drug safety, and use gamification to prevent alcohol abuse. But that’s only the beginning.

In the next decade, connected technologies and artificial intelligence have the potential to improve the health and wellbeing of millions of people across the world. These technologies will require organizations to fundamentally reinvent themselves, as digital tools will permeate every aspect of our work. While “change management” will still be necessary for major initiatives, digital acceleration will require a persistent and integrated approach to evolving technology, organizations, and people.

What advice do you have for leaders who want to drive digital acceleration within their organizations? First, you must focus on the business. Everyone leading the digital transformation should have a fundamental understanding of the organization’s mission and operations, and business and technology leaders must work together to create and actualize the digital vision. Next, it’s important to continuously engage the community. The relationship between your employees and your digital ecosystem started before they even joined your payroll, and every interaction contributes to their cumulative experience with your technology portfolio. Finally, practice habitual innovation. Don’t just chase shiny objects, but continuously scan for ways to improve your platforms, better serve your employees and customers, and enhance your business. Conduct regular pilots, and have a process for quickly introducing new solutions to your portfolio.

What do you see as the biggest opportunity for organizations to apply digital transformation right now? I think the most immediate opportunity right now is data. Every organization should conduct a data inventory and really look at what data is being captured, what data should be captured, and how that data can be used to benefit employees and consumers. Consider the way Google uses the data it collects across its platform to send you a notification for when to leave for a flight or recommend restaurants and activities for an upcoming trip. Businesses are already collecting data on their employees—I want to help leaders use that data to improve the employee experience and advance business goals.

What excites you about your work? Helping people lead healthier, happier lives through digital solutions.