Digital transformation is key not only in-terms of short-time period progress and market share, but additionally to make sure their lengthy-time period survival and relevance. Digital platforms and ecosystems can drive efficiencies, and through new and surprising collaborations, create new worth for businesses and for customers. Digital maturity across industries have been labeled into personas similar to: beginners, conservatives, fashionistas & digital masters with digital and leadership capability driving their enterprise transformation.
The digital age has caused a new way of thinking on process and operations. Smart devices with digital capabilities are seamlessly providing direct benefits to industries round productiveness, efficiency, innovation and determination making.
Today’s millennial enterprise CEO priorities are innovation, velocity to market, public trust and human capital which leads to initiatives round digital and knowledge pushed business. The CIO priorities are to manage each innovation and operations. While on one hand it is to extend transformation, effectivity, security, alternatively it is to cut costs & time for new service, keep, simplify IT models & infra and improve business process.
The business outcomes of a digital transformation program decides its essential success factor or worth proposition. These may very well be around buyer expertise transformation or enterprise person efficiency. People, process and know-how are critical factors for success of any transformation program.
It is imperative that a digital transformation is applied to the top to finish process and never in a piecemeal manner. An especially jazzy and digital customer acquisition front finish with a handbook / semi handbook process on the back office or best innovations vice-versa will never lead to the desired enterprise outcomes. So a whole digital process automation leads to innovation, effectivity and belief and that becomes one of many important success factor for the transformation program.
Change administration is another critical success factor for a digital transformation. Individuals / assets directly or indirectly concerned in such a change decide the destiny of any such initiative. Considerations around perceived lack of management of a handbook / semi-automated process, push back on any change, adaption of any innovation should be managed by a structured change administration process comprising of clear communication, administration direction, creating collaborative setting to address organisational cultural challenges.
Know-how plays a key position in the success of an adaptable digital transformation. However instead of technical knowhow or features of a software or hardware, it the benefit of implementation, design thinking, easy transition and program management with a finesse that stands out and ends in an acceptable digital transformation which gets applauded each externally and internally.