In my last post, we discussed what the digital journey looks like for large enterprises. Having established that, we must understand the individual enablers of that journey. Let’s unbox them to see what’s inside.
- 1People. Every organization’s customers, business partners, vendors, suppliers, and workforce are demanding rich, immersive experiences anywhere, anytime, and (more often than not) at any cost. They engage and provide value only when their personalized experience is immersive. When such an experience occurs, they move from being customer profiles in a CRM system or resources in an HR system to being passionate advocates and real-time reviewers of business, engaging with the organization on social networks, digital marketplaces, and secured virtual communities.
- 2Leadership. Almost every large enterprise now has a chief digital officer in the C-suite, and this individual is quickly becoming the key stakeholder in driving the company’s digital strategy. The leadership itself is becoming wirearchical, a model in which leaders emerge and change depending on business needs (unlike traditional, long-lasting hierarchies).
- 3Management culture. Often considered the hardest thing to change, organizational culture cannot continue to resist while everything around it is changing. Today’s asset-light, agile mindset is finding its way into physical systems and services, as well as the way people and leadership enablers create the organization’s management culture. Management culture is being driven toward openness and transparency by both external and internal stakeholders.
- 4Organizational intelligence. Today, this comes not only from enterprise systems, but also from open systems outside the organization—and in real time. The pressures of information management, regulatory compliance, and agility are demanding the co-existence of diagnostic, predictive, and prescriptive analytics across all key performance indicators.
- 5Business processes. Business processes are continuously transforming from information-centric to human-centric. Their focus is on engaging the user to complete transactions in the fastest way possible. The concepts of design thinking we have been using to solve thorny product and services problems are now helping to define human-centric processes to create a holistic, engaging experience for every user across the value chain.
- 6Systems. Enterprise systems are experiencing enormous disruption from the surge in complexity of the IT landscape. Old systems of record must (1) coexist with new systems of engagement and (2) process unexpected formats and sources of data. Information exchange has progressed beyond web and intranets; most transactions are occurring on mobile devices and/or in the cloud. Customers, partners, and employees are demanding more ways to communicate. The latest entrant to this complex mix is IoT (the Internet of Things), which is becoming a prominent channel for information exchange, business intelligence, and customer engagement. Additionally, more information is being exchanged via open APIs. This “API-fication” of enterprise IT is leading to new, largely unanswered questions for enterprise-wide strategy, rationalization, and standardization.
At first glance, these enablers may seem disjointed, but enterprises attempting digital transformation will tell you that it’s the combination of these six things that propels them toward their goals. A strong digital strategy takes them all into account and ensures that organizations have a good hold on a holistic map before they begin their digital journey.
Post Date: 17/12/2015