It suffices to look at the traditional third platform depiction. Digital Transformation - Application. Any digital transformation strategy has to start with analyzing company culture. This is obviously a journey that never ends. The purpose of a digital transformation plan is to define how to compete more effectively with digital marketing. If you look at it this way, inevitably you need to ask why do I want to transform anything whatsoever, what is that whatsoever and how am I going to get there as mentioned. And smart digital strategy, like traditional business strategy, is about making wise investment choices to maximize competitive advantage, growth, profit, and value—and then implementing with discipline. As with any transformation, employees must understand what it is they need to support before you can drive buy-in and adoption. With SMACIT we also include the Internet of Things. Companies across the globe are digitally transforming as they are challenged to improve business processes and develop new capabilities and business models. Digital transformation also means achieving this omni-informed capacity to act when action is needed or desirable. Digital transformation is about evolving and augmenting—not replacing—human capabilities. Most people realize that this end-to-end view matters to come up with innovative business approaches or novel ways to solve challenges of whatever nature. While many companies already struggle with several of the previously mentioned bridges, this is where the real value can be created in an enterprise-wide and longer term digital transformation strategy (digital transformation needs a longer term view and strategy). Even if it does not seem so from the outset, they are very important to the success of your digital transformation initiative.”, “To get stakeholder buy-in, take the time to run proofs-of-concept and pilots before moving forward with any solid plan,” Henley suggests. To do so, you need to grasp what role they play in the bigger picture of digital transformation, while identifying the glue that connects them and that in the end enables you to make a solid difference with your strategy. Does your change management plan cut it in the digital age? To successfully navigate digital transformation and protect against digital disruption, all organizations need to developed three core capabilities says Professor Michael Wade: hyper-awareness, informed decision making and fast execution. Map current status with major evolutions and opportunities. Thus, to implement a successful Digital Transformation strategy, an enterprise must-1. Customer-centricity, customer-facing processes and the end-to-end customer experience are key in digital transformation strategies. However, those that in the end will make the difference, will not be the technology innovators. Digital marketing transformation: a revolution of strategy and execution Digital marketing transformation, what is it? As business transformation using digital technologies is a long haul, executing the program without any plan can be detrimental to business, as this involves people along … Stay on top of the latest thoughts, strategies and insights from enterprising peers. The challenge for many executives is to know where they want to head, what they need to get there and how to be sure they successfully did get there with the necessary (intermediate) controls in place. You really need to know what the Internet of Things is and can do, beyond what you believe it is and how important it will be. A digital transformation strategy builds bridges between current state and desired long-term plan. Effective change management is imperative to making the transformation from doing digital things to becoming digital (Deloitte, infographic below). Not many companies have even the slightest idea of developing a robust roadmap for their digital transformation initiative. Their increasing maturity, as well as their increasing adoption, has led to what Gartner called the Nexus of Forces. Regardless of how you look at it, there is always one crucial challenge that comes back as just mentioned. Published 9 … Strategy and governance Have clarity on its strategic vision. Executive Summary. Most importantly, they need to be able to develop a digital transformation strategy and build bridges in several areas, which are related with information, data, processes, technologies, human aspects and much more. Understand its capacity and the pace of change that it is willing to undertake. Finding new revenue streams together by connecting systems of value and building bridges is key here as well, and is enabled by a technological reality that increasingly revolves around data, actionable intelligence, software and connectivity. It’s also why it’s important to continue to learn, have a culture of evolution awareness and prioritize. Digital transformation is about moving fast, challenging the status quo, and developing and scaling new technologies and operational mindsets. Digital transformation strategy: the bridges to build, infographic Deloitte University Press 2016. get any ‘digital’ expertise and culture out of its splendid isolation and let it penetrate the rest of your organization. A digital transformation strategy is a detailed plan for how your business will address key challenges created by the convergence of the physical, digital, and human worlds. Here are the top 21 digital transformation strategies recommended by businessmen and company executives who have successfully overcome the challenges of digital transformation and the pains associated with it. Companies that do this well share three best practices: They link innovation to a big-picture vision, make experimenting easy for employees, and share responsibilities among everyone with a stake in the innovation. Overlooking cultural change is the biggest mistake in a digital transformation.”, [ How can open source principles help with your transformation? Judith Apshago, VP of IT for Amtrak Corporate and Operations Technologies, shares lessons on prioritizing in uncertain times. Why people love to hate "digital transformation", Why digital transformations fail: 3 steps you can't skip, 5 underappreciated skills for leading digital transformation, Digital transformation, the open source way, 3 ways to show gratitude to your remote teams, Emotional intelligence during remote work: Leadership tips for 2021, How hard-hit industries can plan for the future: Lessons from Amtrak IT. As content manager, she enjoys bringing new authors into the community and helping them craft articles that showcase their voice and deliver novel, actionable insights for readers. Between what you need to do now and what you will need to do next with the meaning, context, hyper-connectedness and purpose of it all in mind – certainly also on the longer term. In an economic reality where entire industries are changing, actionable intelligence is the new currency. [ Culture change is the hardest part of digital transformation. “Who are the people we need? Digital strategies in the most mature organizations are developed with an eye on transforming the business. You will be changing or breaking processes that have been in place and have worked well at some point. The other way around, many marketing executives, don’t speak the language of IT and/or are not used to think and work in terms of business process management, essential technological evolutions and concepts or methods of business process reengineering and/or business process optimization. Clear targets, management buy-in, and targeting easy wins early are just some of the key aspects of a successful digital transformation, according to experts from McKinsey & Company. You may be the best UX person around, but if you aren’t competent with your business acumen, you won’t be successful.”, [ Who should lead transformation? It’s probably not that hard to imagine how much bridging of processes, people, information sources and existing silos and gaps that requires. From digitizing and capturing paper-based information to enhancing processes, empowering knowledge workers, better serving customers and getting the right information and intelligence when, where and how they are needed requires several steps and integrations. 3. What do you want to achieve, why do you want that, how do you get there, who do you need, is there a clear and calculated case that supports your intent and how are you going to gauge whether you achieved or not? What we often see in practice is that the mentioned challenge is not always a matter of uncertainty regarding outcomes but also a matter of uncertainty regarding the “how”: the uncertainty regarding what the outcome will look like (as we do speak about change and this something new) is then strengthened by uncertainties whether all the (right) building blocks are foreseen and/or in place to get there. While these questions seem obvious, there are numerous reasons why they are often overlooked and we don’t bridge the what, why and how or the intent and achievement. In other words: for many of them it’s hard to build the bridges that are required in the holistic phenomenon that covers many realities and skillsets and is called digital transformation. And there will be more changes and evolutions, far more. ], “There isn’t a single ‘make or break’ step in a digital transformation,” says Michael Wade, professor of innovation and strategy at IMD. There are ample bridges to be built from a human perspective. Everything about digital transformation and disruptive business models seems to go against the traditional IT concepts of risk containment and controls. The Internet of Things is just one example here as, in all honesty, we are still at the start. The opinions expressed on this website are those of each author, not of the author's employer or of Red Hat. Keep up with the latest thoughts, strategies, and insights from CIOs & IT leaders. We also help them zero in on the optimal location strategies and strike the right balance between insourcing and outsourcing. On the other hand we see that digital transformation is often approached as an ongoing journey that is more about a continuous business transformation strategy in the scope of technological and societal change. Walk through a day in the life of a typical employee living with all the features of a digital work environment. Still, it doesn’t inspire much confidence for those organizations just getting started. "Without addressing culture, transformation will probably fail. One of many reasons is that often we are partially and in a sense by definition operating in relatively uncharted territory and aren’t sure if we have all the building blocks. This nine-week live virtual programme is designed to help you plan and build a digital transformation strategy that can be taken away and implemented. The Enterprisers Project is an online publication and community focused on connecting CIOs and senior IT leaders with the "who, what, and how" of IT-driven business innovation. In this intensive five-day Digital Transformation Strategy course you will gain the skills to develop and implement a digital strategy within your organisation. A digital transformation strategy also requires bridges between leaders and ‘their people’, among others those who are closest to the customers and often feel forgotten and unheard, bridges between various functions and, increasingly, between business execs and leaders from several companies who are building the ecosystems of value which are needed in an economy where new business models and revenue streams de facto increasingly dictate both the business and technology agenda. Many have forgotten the names of various of these large players of the early days of the Internet and what used to be called ‘e-business’. ]. look at where the leaks in your business are and where it’s clear that you’ll need to remove or bridge legacy and necessity, among others in the technologies that are crucial to scale and move faster and better once your strategy is in place. 11 May 2020 Consultancy.uk. A good marketer will always strike a balance between activities with more certain outcomes and proven results and activities with less certain or uncertain outcomes which could be unexpectedly high gains or, if it doesn’t work that well, losses that don’t affect the overall ROI too much. Point of view. Here are seven important steps to consider as you construct your digital strategy. Analyze/prioritize significant evolutions. We hear this time and time again, whether we speak with experts in a specific domain such as the Internet of Things, CIOs, CMOs, information managers, you name it: all too often there is a lack of attention for the essential questions that also apply in digital transformation or any technological or other project or process. Further, digital transformation cuts across every function and every budget, and all functional teams need to be on board. Leverage effective digital technologies that people really want . New digital professions are now established across the public sector. Focus on long term with intermediate goals. [ Read our related article, Does your change management plan cut it in the digital age? You can’t skimp on any of them – especially number seven. More in the presentation, which we embedded below. “Success can only come through careful orchestration of organizational capabilities in the services of a clear transformation vision. Unfortunately this is still rarely the case and many don’t have a clear goal and overview of building blocks, barriers and bridges to build yet. Data and information have become core business assets, sources of revenue and critical enablers in the information age. Last but not least, it’s why we need a roadmap, as informed as possible, and as mentioned, with the necessary space for failure and balanced risk. Leverage the existing and emergent technologies to transform the business. To accept risk and tolerate failure? Figuring out how to answer that question and make it meaningful for everyone involved is the first major step in your digital transformation journey. Another area is the building of bridges between the capabilities of existing and ’emerging’ technologies and the potential they offer for the most innovative, who will win in the end. It is the digitisation, the revolution of an industry looking to the personalised campaigns of the future Technology and a new way of thinking is taking standard marketing practice and revolutionising it. Many digital transformation projects take mobility as a central theme. Co-opetition might be less known but in fact it’s an idea and practice that exists since several decades. A digital transformation strategy is working out where exactly you could apply such technology and what the returns and benefits of this could be. Because here is a reality: some forward-thinking companies have done amazing things using the Industrial Internet of Things and data analysis. On the capabilities front, of course, our organization needs data scientists, full-stack developers, user experience experts, and so forth. Reach a balance between the risk of technology trails and their funding. We help companies develop their digital talent plans in areas like data science and human-centered design. What will digital transformation do for your company? Be sure to identify both obvious and non-obvious stakeholder groups. “There isn’t a single ‘make or break’ step in a digital … A digital transformation strategy is a plan of action to reposition a business in the digital economy. The strength of ecosystems and communities of innovation, collaboration and also outsourcing partnerships, defines the strength of the businesses which are part of them in a culture of co-opetition and co-creation. In our experience, successful digital transformation must rest on a foundation of smart digital strategy. Find your “why” What is the value of digital transformation for your company? They are chasing digital products and offerings that don’t add business value at the end of the day – not unlike that fancy fondue set collecting dust on top of your fridge. You may have heard that 70 percent of digital transformations fail. A note on advertising: The Enterprisers Project does not sell advertising on the site or in any of its newsletters. “There isn’t a single ‘make or break’ step in a digital … And that’s one of the areas where actionable intelligence (what data should become), speed/agility (what the cloud offers), hyper-connectivity and along with it more data (what the Internet of Things, mobility and so on offer), and the intersection of people, purpose, innovation, optimization, information, processes, value and business models come into play. “A major step is connecting digital transformation to meaning,” says Jeff Skipper, a certified change management professional and consultant whose client list includes AT&T, Goldman Sachs, and other high-profile enterprises. Connect technologies and data (sources) in function of strategy. Government Transformation Strategy 2017 to 2020 This strategy sets out how the government will use digital to transform the relationship between the citizen and state. Information is ubiquitous and at the center of digital transformation. Tell a story. Yet, that starts in the here and now and the basic operations, processes and models to improve and overhaul with an immediate business case, a medium term one and a bigger roadmap in mind. Meet the Chief Transformation Officer: 8 key tasks for this new role. Give them a target they can identify with and aim towards.”. Just to remind you: they are cloud computing, social, mobile (mobility) and (big) data (analytics). The scope of digital transformation strategy Source: Digital, Marketing, Strategy, Implementation and Practice, 7th edition, by Dave Chaffey and Fiona Ellis-Chadwick. Developing a roadmap for short- and long-term digital transformation, guided by business outcomes, not technology, is the essential … ], “Digital transformation nearly always requires many internal stakeholders to do things in a different way,” says Martin Henley, SVP, technology services sector for Globality. It’s the development of a capacity to act, react and ideally pro-act as societal changes and technological evolutions continue to take place, accelerate and evolve. A look at key questions to ask for your digital transformation strategy. We don’t just see many digital transformation consultancies facing challenges of scale and capabilities, we also see that in several areas of emerging technologies, specifically the Internet of Things, the narrative is mainly about numbers, which in the end are meaningless for execs, and about the technologies, from connectivity to hardware and software. Since the … It’s clear that collaboration and co-creation, on top of the different meanings they already have (think internal collaboration, for instance), in a digital transformation economy and digital transformation strategy context go beyond the enterprise and existing ecosystems and move towards building new networks and ecosystems where data and actionable intelligence are leveraged for future growth and entirely new business models. We invite you to read the classic ‘Coopetition‘, essentially meaning ‘cooperation and competition’, which Adam M. Brandenburger and Barry J. Nalebuff already wrote in 1996. In more than one sense you can compare this trend and the challenge of several pure digital transformation consultancies , too often operating as islands of limited expertise who start feeling that they need to broaden their scope, with the evolutions before the dot come bubble when huge ‘e-business’ specialists went bankrupt one after the other and only a small portion more or less survived. ]. Carla Rudder is a writer and editor for The Enterprisers Project. You are responsible for ensuring that you have the necessary permission to reuse any work on this site. Red Hat and the Red Hat logo are trademarks of Red Hat, Inc., registered in the United States and other countries. So, that is what we try to achieve. Setting out for digital transformation without a definite strategy is like a bird without wings. “CEOs and boards need to communicate that the move to digital is the right strategy, outline the right outcomes, and mitigate the fear of the ‘substitutional effect’ whereby former processes or products get replaced by new or digital ones. ], After James Swanson, CIO and head of digital transformation at Bayer Crop Science, developed a transformation strategy, it was time to evaluate the team, he said. Many leading ‘incumbents’ are increasingly setting up environments where they give room to innovation, experimentation and future-oriented sessions, in order to shape their digital transformation strategy. Finding ways of bringing the entire group on the same journey through major disruption is critical. They can’t respond to the increasingly end-to-end digital transformation strategy needs of companies as they miss the profound IT and information management skills. On top of these so-called pillars new technologies are added, from 3D-printing to what IBM calls cognitive (and in the end is really about analysis and artificial intelligence). At the same time we’re also forced to understand them individually. Get the ebook: Digital transformation, the open source way. However, as Barry Brunsman, principal with KPMG’s CIO Advisory recently told us, these very characteristics demand the diligent design of risk management and controls around the digital transformation effort. What skill sets do we need to develop? Stay tuned as we’ll look deeper into digital transformation strategy and a framework/roadmap that guides your strategy by asking the right questions and connecting the right dots. Less digitally mature organizations tend to focus on individual technologies and have strategies that are decidedly operational in focus. The critical piece: Prepare for culture change. Read also: Meet the Chief Transformation Officer: 8 key tasks for this new role. On this site we often refer to the core technologies as the third platform (a term coined by IDC) or SMAC and sometimes SMACIT. With remote work likely to be the norm well into 2021, consider these tips to apply your emotional intelligence and build strong, supportive teams, Bringing services back stronger than ever will be one of the biggest challenges in Amtrak’s history. McKinsey's framework for digital transformation strategy. Digital transformation requires a digital transformation strategy that, as any strategy, looks at the goals, current situation and how to move forward on a transformational journey in a way that makes sense and connects the dots. Objective setting relates to the control stage where it's important to use the right dashboard and performance review approach to improve performance. The answer: by understanding all the components, technologies and others, we mentioned in this articles and building bridges on the essential levels where they aren’t constructed yet but where they should be in order to get that agile and holistic innovation and optimization capacity that stretches far beyond the hype of the day and is designed with a longer term strategy in mind. Data allows us to find new opportunities much more easily. The comparison with that period is not a coincidence. Like The Enterprisers Project on Facebook. It’s also the reason why some consultancy-oriented firms, who have been very vocal in the digital transformation scope, encounter challenges of growth. Once you know your story, make sure that others – especially other leaders in the organization – know how to tell it as well. Lead from the Front. Read also: Why CIOs can’t go it alone and stay sane. Once an organization buys into a transformation strategy and understands its economic impact and trade-offs, committing resources to the transformation effort becomes easier. Identify market, evolutions, pain points. Design for innovation, optimization, agility and scale. Stage 3. Firms should also look to rapidly up-skill the digital expertise of their workers, and deploy agile ways of working. 2. If an IT leader hasn’t done so already, now is the time to step back … Highlight both benefits and challenges and tie it to strategy and winning. And to do so, a holistic mindset, common sense, some distance and a profound understanding of how everything can be connected in the scope of a unique purpose are needed. It’s not just the IT and information management people that struggle to speak the language of, let’s say, the CMO. In a business reality where ‘the business’, with a leading (yet, non-exclusive) role for marketing and the CMO, increasingly takes decisions on technology budgets, we see that it’s often hard for IT and information management professionals, who are essential in digital transformation, to speak the language of the CMO or other business executives, which traditionally didn’t belong to their ‘target audience’. It’s at least as important to understand how, in the end, they all matter in a context of your digital transformation strategy, actionable intelligence and opportunities. The business-as-usual mindset. 5. On one hand we see that often digital transformation is seen as a set of projects, actions and exercises to do or a more enterprise-wide goal to achieve. What can you do to give your digital transformation the best chance of succeeding? The question for leading companies has become: how do we turn all this data into actionable intelligence in a meaningful, prioritized and profitable way, leading to new opportunities. There are more bridges to build than just those between the ‘IT and information management side’ and ‘the business side’. Scaling new technologies with these technologies likely to be managing a successful transformation program, says Brunsman purpose. Sure to identify both obvious and non-obvious stakeholder groups ( not all ) initiatives 's... Strategies in the end will make the difference, will not be able to do so all... Develop new capabilities and business models other technologies we mention less or have forgotten about plans in like! The status quo, and insights from enterprising peers entire industries are changing, actionable Intelligence is the part... Hat logo are trademarks of Red Hat first laying a solid strategy includes analysing current processes with... 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