The Digital Transformation
A continuously increasing number of organizations are looking to mindfully change the way they do business to fulfill the consistently expanding needs and desires of their customers that are becoming more and more sophisticated and technically advanced. On the other hand, few of those organizations are set up for the internal disruption this determined change may cause. Reaching that level is where change management and culture change become significantly important.
The objective of having a successful digital transformation starts by embracing the right lean processes, agile methodologies, and working techniques and practices.
To begin with, worth to know that turning a business into an agile functioning one requires a cultural change. Furthermore, the flexibility and ever-changing customer demands become key drivers of digital transformation while keeping customer-focused strategies. Consequently, the implementation of the new approaches described here requires a coordinated and resilient organization.
Establishing Digital Transformation Frameworks.
In many firms, the failure of digital transformation projects is generally attributed to the failure of setting stable and firm foundations. The three components are:
- Culture Change
- Customer focus
- Agile way of working
The legendary Peter Drucker was right by saying, “Culture eats strategy for breakfast.” In a continually changing and developing world, the necessity of cultivating a culture of perpetual change is becoming more and more vital. Businesses need to adapt and grow.
There were times when businesses rely on a strategy set for a five-year timeframe and count on its execution for growth, but this is all gone and distant memory now. Setting a long-term strategy is always essential, but the new element is the inclusion of flexibility and the ability to quickly change and evolve the strategy to adapt to new environments.
Many new start-ups and market-entrants already understood the difficulties big companies and businesses may face when in need to adapt to the cultural and organizational change, which explains their success in quickly entering and digitally disrupting many industries, markets, and firms. Those examples exhibit the importance of the response time, since in many cases and due to the ample time it takes for big established companies to react, the start-ups may already have established a stable position in the market, which becomes hard to expel afterward. Moreover, organizations should have the facility to pivot rapidly to react to new market competitors and change accordingly in an ever-growing and competitive business environment.
Being Agile and customer-focused
Establishing an omnichannel customer experience requires a significant cultural change to occur within the firm. In addition to that, managing this process of change might be tough and challenging. Nevertheless, if a company needs to grow, be successful, and have a competitive edge, this process becomes inevitable.
Likewise, as innovations and technologies develop, clients and significant business partners’ interests and needs may change also. As a business, we must continuously keep in mind that the technology or innovation in use today may become fully redundant in a couple of years or even months sometimes. Agility allows businesses to change and correct the roadmap quickly, considering the appropriation of new customer-focused strategies by re-building the customer experiences framework.
Every one of these events causes a venture-wide disturbance, and with the recurrence of these disruption building, a culture of change and steady transformation is an absolute necessity.
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Author: Ben T.