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Companies across the globe are digitally transforming as they are
challenged to improve business processes and develop new capabilities
and business models.
In order to reap the benefits of new technologies, the next stage in that
information age and the digital transformation economy, organizations need to
be ready for accelerating evolutions, higher business agility and the increasing
role of all forms of data and information.
It’s one of the reasons why IT firms are building or acquiring ‘digital
transformation consultancies’ with roots in marketing/business or even
agencies, which can help them in properly understanding and addressing the
needs of these a-typical audiences.
It’s also the reason why some consultancy-oriented firms, who have been very
vocal in the digital transformation scope, encounter challenges of growth. 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.
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.
It’s probably not that hard to imagine how much bridging of processes, people,
information sources and existing silos and gaps that requires.
Building bridges for actionable intelligence
Information is ubiquitous and at the center of digital transformation.
Data volumes, formats and sources keep growing exponentially. 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.
Last but not least, it requires data/content analytics and (thus) artificial
intelligence to move from information to knowledge and intelligence that is
actionable.
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.
Co-opetition might be less known but in fact it’s an idea and practice
that exists since several decades.
The thing is that we often tend to approach all these technologies from
a somewhat siloed perspective. It suffices to look at the traditional
third platform depiction.
We do know that they are interconnected and strengthen each other, not for the
sake of the technologies themselves but because in that Nexus of Forces they
are inherently dependent of each other and simply overlap if you go deeper.
However, in order to reap the benefits and potential, it’s not enough to
understand what you can with these technologies. 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. 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.
At the same time we’re also forced to understand them individually. 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. So, that is what we try to achieve.
However, you should never forget that it’s important to build bridges between
your understanding and the goals you want to achieve on one hand and the
bridges to build between all the technologies that fit in your individual business
context.
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. 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.
The question that arises is where do you start? 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.
How do you get to that strategy? By building bridges. By bringing people
together that don’t get lost in the noise of the day but are able to see and…to
build bridges. 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. 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.
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.
Digital transformation strategy – planning mapping and prioritizing for the
future
It’s not because you have digitally transformed in the now, that there won’t be
new occasions, challenges and chances, brought upon us by new technologies.
The Internet of Things is just one example here as, in all honesty, we are still at
the start. And there will be more changes and evolutions, far more.
The latter view explains why it’s so important to have a reactive (or agile),
informed and highly ‘change-aware’ capacity. Digital transformation also means
achieving this omni-informed capacity to act when action is needed or desirable.
Regardless of how you look at it, there is always one crucial challenge that
comes back as just mentioned. However, it’s bigger in less project-based
exercises. 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.
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?
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. That’s why it’s important to conduct VoC exercises and strategic
sessions with various people. It’s also why it’s important to continue to learn,
have a culture of evolution awareness and prioritize. 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.
Compare the latter with marketing ROI. 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.
In exactly the same way and, depending on the scope and breadth/depth of the
digital transformation strategy, chart the unknowns. 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.
This uncertainty of missing building blocks or having the wrong ones is often
what makes organizations uncertain as they fear failure in regards with the
proper mapping of the needed building blocks (subprojects, people, processes,
information sources, change management initiatives, built-in checks and so
forth). Lean transformation with an adaptive case management approach, a
focus on the 3Ps and room for failure and iteration as in a continuous Bèta
model (more here) offer ways to tackle these challenges.
What you can learn from leading incumbents
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.
The comparison with that period is not a coincidence. 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. This will change as the market matures, just as it did
before the dot com bubble when numbers, predictions and the tech talk
dominated the debates very often as well, leading to inflated expectations and
hype. Will there be a new bubble? There always is one, you just don’t know how
big it will be and which areas will be most affected.
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. 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.
Here are two things you can already start doing as of right now:
1. get any ‘digital’ expertise and culture out of its splendid isolation and
let it penetrate the rest of your organization,
2. 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.