Women Driving Digital Transformation: Challenges, Opportunities and Trends

"As a Digital Transformation Leader, my role extends beyond initiating projects; it’s about nurturing them to flourish and scale. For me, fostering a culture where innovation is welcomed and championed is paramount, ensuring teams have the resources and support needed to embrace technological changes. By focusing on inclusivity and diversity, we create an environment where diverse ideas thrive. My commitment to empowering each member of my team enhances collaboration and resilience, which are essential for scaling digital initiatives."

Rebecca Kaufmann, COO Data, DIgital & Technology at Takeda and a Digital Transformation Leader of the Year at Women in Tech Global Awards 2024

"In our ongoing digital transformation journey, our first critical step was building upon a solid foundation—thoroughly assessing core systems, both human and digital infrastructure, before introducing new technologies. We're finding continued success by bringing the people who oversee the daily work directly to the planning table. Their frontline insights consistently improve our approach. While delivering short-term wins builds momentum, every ongoing decision aligns with our long-term aspirational vision, preventing expedient solutions that might limit future capabilities. Research has been vital—as well as being open to unconventional sources that have sparked creative solutions, helping us avoid digitizing broken processes. Our approach emphasizes cost-effective experimentation through creatively negotiated proof-of-concepts. When initiatives underperform, we quickly pivot. These strategic partnerships and decisive course corrections are keeping our transformation budget lean while accelerating progress toward impactful solutions."

Monica Martin, VP of Innovation at Advertising Checking Bureau

"Modernizing legacy applications for the cloud presents several key challenges. First, compatibility issues arise when legacy systems are tightly coupled with on-premise infrastructure and outdated technologies, making migration complex. Many legacy applications weren’t designed with scalability or cloud-native principles in mind, requiring significant refactoring. Second, data migration can be difficult, especially for large volumes of data, with potential risks of data loss or corruption during the transfer process. Third, cost management is a critical concern, as cloud resources can lead to unexpected expenses if not optimized effectively, especially when managing legacy applications that weren’t designed for cloud environments. Additionally, skill gaps can hinder modernization efforts, as the workforce may not be equipped with the knowledge of cloud-native technologies or AI/ML tools required. Lastly, security and compliance must be carefully addressed to meet evolving regulations while ensuring that legacy systems are properly protected in the cloud environment."

Sowjanya Pandruju, Cloud Native Applications Architect at AWS and a Founding Member at WomenTech Network

"Success in digital transformation, from my viewpoint, involves creating a work ecosystem where employees feel engaged and empowered. Beyond the numbers, we must measure the impact of the change – this can include improving the business experience, creating efficiencies in operations, and sparking joy in daily business. Through leveraging clear Objectives and Key Results (OKRs), we are able to create the transparency of the impact of digital transformation. These varied dimensions are important for designing digital transformation initiatives in a way that ensures positive changes are co-created in the workplace."

Rebecca Kaufmann, COO Data, DIgital & Technology at Takeda

"At ACB, we take a people-first approach to process optimization by recognizing that premium customer service is our key industry differentiator. Our transformation strategy is built on being trusted advisors to our clients, not just service providers. As a People Centered Technology Company, we leverage technology to amplify, not replace, human expertise. This principle guides every technological decision—whether automating routine tasks to give teams more time for meaningful client interactions or implementing analytics that provide advisors with deeper insights during client conversations. Our approach demonstrates that cutting-edge technology and human-centered service are mutually reinforcing. By automating the predictable, we empower our people to excel at the unpredictable—complex problem-solving, relationship building, and emotional intelligence that truly define the ACB experience." 

​​​​​​​Monica Martin

"The most common misconception is that digital transformation follows a linear path. As a People Centered Technology Company, we've embraced its iterative nature, communicating openly about both expected and unexpected pivots. Another myth is that technology replaces human roles. We reinforce that tech amplifies human expertise—enabling our people to focus on higher-value work. Some assume existing processes should simply be replicated digitally. Instead, we challenge ourselves to reimagine workflows rather than digitizing inefficient systems. Many expect transformation to follow a fixed roadmap. We communicate that while our destination is clear, the path will evolve as we learn, we are maintaining firm objectives while remaining flexible. This approach proves that cutting-edge technology and human-centered service are mutually reinforcing—a perspective emphasized by ACB's Innovation Lab, which collaborates effectively with operational experts."