Digital Transformation is actually the same as Organizational Transformation. It is the ability to delight employees and customers with unique engagements. It starts with what you want to achieve in the business environment you are in, devoid of any concern for current fiscal year targets. Second, it is understanding that business models are getting disrupted rapidly; the pace of technology adoption is far higher than the ability to distinguish automatable processes from high touch processes. Finally, it is how to convert the productivity gains (the swath of data about your suppliers, customers, and operations) into competitive advantage.
In our experience, we have found that many organizations struggle to keep focus on all of the dimensions mentioned above. The delivery team gets laser focused on getting current tasks to completion, but loses sight of organizational objectives. There are members in the organization who are passionate about a technology, process or toolset that are often sub-optimal. However, a team whose sole focus is the success of the client will operate without any of the biases or baggage from elsewhere and guide the organization to conquer the transformation journey. Being in the people business, finding the right set of people to become differentiators requires an outsider's view to succeed in digital transformation.
CISR and Gartner say that to have a digital ecosystem requires flexible systems and structures that can swap resources in and out and change partners based on shifting priorities. The resources mentioned here include IT assets and third party services to be integrated quickly to deliver the experience or transformation.
We assert that Digital transformation encompasses 7 levers of change. These levers will reduce the number of failed projects, guide investment decisions and create a set of products and services to seal customer loyalty.
Transformation as a concept pops up with advent of new technology or optimization concept, ever since the age of steam engines. Information technology based transformations started from early 1990’s with business process reengineering. Digital Transformation (DT) as a theme has been around since mid-1990s. However, it gained true momentum from 2012 when connectivity became ubiquitous and cost of switching became dispensable due to the prevalence of cloud services. With each technological wave, enterprises generate transformation projects. Most often these projects fail in their first attempt, get resurrected over and over again, until they succeed or give up.