Every Digital Transformation effort is an Organizational Transformation effort. Successful organizations reshape the way they do business, derive value from existing strategic assets, based on a business vision.
Transformation as a concept appears with the advent of new technology. With each technological wave, enterprises generate transformation projects. This is true since the age of steam engines. IT-based transformations started from the early 1990s with business process re-engineering.
Many transformation projects fail. The organization tries again and again. Until they succeed or give up.
Digital Transformation is fundamentally a strategy and an operating model change, wherein technological advancements are leveraged to improve human experiences and operating efficiencies, and to evolve the products and services to which customers will remain loyal.
The stakes are high. The world is changing. Our organizations need to change just to maintain their competitive position. We need to understand how to do Digital Transformation.
Since the time of the steam engine, every new technology has created the opportunity and need to transform. Most transformation project fail. They fail because everything is new. We literally don't know how to take advantage of new technology. We don't know how to operate in the new world. We have to try, improve and try again.
Every Digital Transformation effort is an Organizational Transformation effort. Irrespective of the industry.Irrespective of product or service. Existing firms have to balance adoption of digital operations and continuity of existing business.
Successful organizations reshape the way they do business. They also derive value from existing strategic assets. They have a clear business vision.
Digital Transformation is actually the same as Organizational Transformation. Just with more technology.
Transformation as a concept pops up with new technology or optimization concept, ever since the age of steam engines.
Information technology based transformations started from early 1990s with business process re-engineering. Digital Transformation 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 because of the prevalence of cloud services.
Digital Transformation is highly interconnected. It starts with strategy and permeates to every process and employee. Unless we understand the interconnected nature of products, services, technologies, and environment benefits will fall short.
Good enterprise architecture brings the relevant connections to the front. Framing the problems we are solving for decision makers.
The Seven Levers of Digital Transformation provides enterprise architects with a reference model of identifying interconnection relevant to value.