“When reviewing organizations that have undergone or are going through digital transformation, it has been shown that far less attention is dedicated to addressing the people and cultural aspects of change management and change leadership than the processes and technology behind the transformation. Businesses must adopt the “PPT” mantra, which is putting People ahead of Process and Technology. That said, conversations about managing employee experience as a core component of digital transformation have risen in recent years.”

– Sattar Bawany (2023)

Introduction of the “People First Over Process and Technology” (“PPT”) Philosophy

The “People First Over Process and Technology” (PPT) philosophy, championed by the Centre for Executive Education (CEE) and Prof. Sattar Bawany, underscores the critical role of human capital in driving sustainable organizational success. In an era increasingly dominated by automation, digital transformation, and agile methodologies, the PPT philosophy is a timely reminder that people—not systems, software, or structure—are the most valuable asset of any organization.

At its core, the PPT philosophy posits that processes and technology are only as effective as the people who design, implement, and manage them. While advancements in digital tools and operational models offer speed and efficiency, they cannot substitute the creativity, empathy, judgment, and adaptability that human beings bring to the workplace. Prof. Bawany argues that true transformation and innovation can only occur when organizations invest meaningfully in their people—developing leadership capabilities, fostering engagement, and nurturing a culture of trust and inclusion.

The PPT approach advocates for leadership that is human-centered. It calls for authentic engagement, empowering employees to contribute ideas, take ownership of results, and adapt to change with resilience. This is especially relevant in today’s volatile, uncertain, complex, and ambiguous (VUCA) world, where workforce agility is paramount. Technology and process, while essential, must be enablers—not replacements—for human ingenuity and connection.

CEE integrates this philosophy into its executive development programs, coaching interventions, and leadership frameworks. The focus is not only on technical competencies but also on emotional intelligence, collaboration, and ethical decision-making. This aligns with Prof. Bawany’s broader vision of transformational leadership, where leaders inspire and elevate others to perform beyond expectations, particularly during times of disruption.

Moreover, the PPT philosophy has practical implications for digital transformation initiatives. Many technology-driven projects fail not due to flawed systems but because of resistance from people, lack of communication, or poor change management. By prioritizing people at every stage—through training, inclusion in decision-making, and transparent communication—organizations can ensure smoother transitions and higher adoption rates.

In conclusion, “People First Over Process and Technology” is not a rejection of innovation or operational excellence. Rather, it is a strategic prioritization that recognizes people as the foundation upon which successful processes and technologies are built. Organizations that embrace the PPT philosophy are more likely to foster resilient cultures, drive innovation, and achieve lasting performance in an ever-evolving global landscape. Through this human-centric lens, CEE and Prof. Sattar Bawany advocate a future of leadership where technology enhances human potential, rather than overshadowing it.

Reference: Sattar Bawany (2023), Leadership in Disruptive Times: Negotiating the New Balance. Business Expert Press (BEP) LLC, New York, NY. Abstract available at: https://www.disruptiveleadership.institute/second-edition-book/

Application of the PPT Philosophy for a Digital-Driven Organization

Figure 1: The Results-Based Leadership (RBL) Framework

To evolve, organizations need to develop continuous change capabilities. For organizations seeking to scale and grow, not only should their Leaders inspire change and are effective “change agents.” Still, they also need to adopt an integrative and future-focused approach to their strategic redesign, allowing them to integrate structure, people, process, and technology (PPT) as leverage points to drive growth. Engaging leaders at all levels aligning their growth and disruptive mindsets and providing the relevant incentives to reinforce new behaviors go a long way toward executing large-scale organizational design efforts and growing the company.

Digital transformation initiatives require people, processes, and technology (PPT) (See Figure 1), which refers to the methodology in which the disruptive leader’s role as the project leader is to achieve the balance of people, process, and technology, to drive action:

  1. People perform specific work for an organization using processes (and often, technology) to streamline and improve these processes. The people are the project leader and his team who do the work. Without people, nothing can happen.
  2. Processes could be viewed as a series of actions or steps that need to happen to achieve a particular goal. People are ineffective without processes in place to support their decisions.
  3. Technology will not make existing problems go away without the people and processes around to support it. Too often, companies invest in technology and try to retrofit the people and processes, but that is backward logic.

Many digital transformation efforts do not achieve their desired results because they concentrate on the process improvement strategies with the technology as an enabler but they ignore the people aspect of the change initiative.

DT/DX is not just about disruption or technology. It’s about creating and delivering a compelling value proposition that focuses on the integration of the three pillars of strategy: people, process, and technology (PPT). It is the reimagining of the business in the digital era with an obsession with the customers and with everyone adopting a customer-centric mindset (which begins and ends with how the organization thinks about and engages with its customers). DT/DX also focuses on delivering value for various stakeholders (particularly its customers) and continuously innovating and acquiring relevant digital capabilities in response to the rapidly changing highly disruptive and digital-driven marketplace.

Reference: Sattar Bawany (2023), Leadership in Disruptive Times: Negotiating the New Balance. Business Expert Press (BEP) LLC, New York, NY. Abstract available at: https://www.disruptiveleadership.institute/second-edition-book/