For example, an auto repair shop could offer online service history tracking and appointment scheduling in addition to normal car service. Paradoxically, technology should be a later concern in digital transformation. With a new strategy, culture, and business model in progress, companies can then evaluate their current technology stack against the goals of the digital transformation to find functionality or data gaps.
Typically, this evaluation process includes comparing current capabilities to the problems that need to be solved in the digital transformation.
The outcomes defined by the strategy and requirements of new customer experiences should help prioritize the technology roadmap for the digital transformation. In tandem with technology planning, organizations should work to harness the analytic insights those new technologies generate to enable their digital transformation. While digital transformation starts at the top, it should be seen as an iterative cycle that expects early failure, inspection, and adaptation. It starts with engaged and digitally-savvy executives, who then drive the overall strategy.
Cultural transformation should align organizational norms with the risk-taking necessary to define compelling new customer experiences.
Around these experiences, new business models and operational processes emerge, which, in turn, drive technological investments. Finally, digitally-enabled businesses harness analytics to detect needed strategy or implementation adjustments and hardwire necessary behaviors.
While the digital transformation path can be challenging and sometimes costly, businesses that successfully transform themselves open up new ways to collaborate, faster innovation and time-to-market, new revenue opportunities, and, most importantly, serve customers in new and compelling ways. Here are 6 elements you need for success: 1. Lead from the Front Digital transformation demands executive vision and leadership.
Put Strategy Before Technology Strong executive leadership must be coupled with a compelling and time-boxed digital transformation strategy.
Encourage New Cultural Norms A significant motivator for digital transformation is survival. Reimagine the Customer Journey With a strategy in place and cultural realignment underway, effective digital transformations use fact-based methods to identify customer pain points, then work backwards into a value proposition, features, and ultimately, the customer experience. Disrupt Your Own Business With new customer experiences in mind, organizations are then primed to digitally transform their operational processes.
In short, the ITSM implementation was just an incremental change to what was being done, not a transformation. Transformation requires rethinking the current ways of doing things.
Transformation is wide-reaching and pervasive across an organization. Transformation is often high risk, but also high reward if the transformation is successful.
Transformation is really a leap into the unknown. Transformation requires courageous actions in the face of resistance, confusion, and ambiguity. I am convinced that IT must transform…or IT will die. Many IT organizations are approaching if not already on the brink of irrelevance.
In many organizations, IT is viewed as an order taker.
A cost center. Nonresponsive and slow to deliver. Too expensive. A black hole.
IT should be a valued collaborator. This is the transformation that will result from good ITSM. But in many organizations, IT is viewed as the former and not as the latter. If transformation is critical for IT, and good ITSM is transformative, then why have so many ignored the lessons from transformations that fell short?
Too many ITSM implementations have only addressed the operational aspects of service management and never the strategic or business aspects. What is the business trying to achieve? What outcomes does the business require?
How can ITSM help business achieve its goals and deliver the required outcomes? The fact is that your company is unique. Also, they must understand what their personal role is in the process of transformation.
Key to all of this, though, is the People Change Scan which commences the process. According to Offerhaus, the scan will evaluate a company to offer up a summary of the mind-sets exhibited by its workers toward change. We go from coaching to structure. On the structural side you have six structures. We have three more; agile, network structure and more of a family structure. Based on the outcome of the scan, what the CEO and management team agree, the client can then decide which structure is best to use.
Their sales teams now have to tap into changing consumer behaviour, and master a complex array of pricing factors amid the dynamic pricing used by airlines and platforms. With that knowledge, they have more options, and therefore could take advantage of certain situations easier than competitors, becoming more agile and flexible.