Digital transformation is essential not only in-terms of brief-term progress and market share, but also to ensure their long-time period survival and relevance. Digital platforms and ecosystems can drive efficiencies, and thru new and sudden collaborations, create new value for companies and for customers. Digital maturity throughout industries have been labeled into personas corresponding to: learners, conservatives, fashionistas & digital masters with digital and leadership functionality driving their business transformation.
The digital age has caused a new way of thinking on process and operations. Smart units with digital capabilities are seamlessly providing direct benefits to industries round productivity, efficiency, innovation and decision making.
In the present day’s millennial enterprise CEO priorities are innovation, speed to market, public belief and human capital which leads to initiatives round digital and data pushed business. The CIO priorities are to manage each innovation and operations. While on one hand it’s to increase transformation, effectivity, security, on the other hand it’s to chop prices & time for new service, keep, simplify IT models & infra and enhance enterprise process.
The enterprise outcomes of a digital transformation program decides its essential success factor or stefan schwarzfischer worth proposition. These could be around customer experience transformation or enterprise user efficiency. Individuals, process and know-how are important factors for success of any transformation program.
It is imperative that a digital transformation is applied to the end to finish process and never in a piecemeal manner. An extremely jazzy and digital customer acquisition front end with a guide / semi handbook process on the back office or vice-versa won’t ever lead to the desired business outcomes. So a whole digital process automation leads to innovation, effectivity and belief and that becomes one of many critical success factor for the transformation program.
Change administration is another crucial success factor for a digital transformation. People / assets directly or indirectly concerned in such a metamorphosis determine the destiny of any such initiative. Issues around perceived lack of management of a handbook / semi-automated process, push back on any change, adaption of any innovation must be managed by a structured change administration process comprising of clear communication, administration direction, creating collaborative surroundings to address organisational cultural challenges.
Know-how performs a key position within the success of an adaptable digital transformation. However instead of technical knowhow or features of a software or hardware, it the convenience of implementation, design thinking, clean transition and program administration with a finesse that stands out and ends in an settle forable digital transformation which gets applauded each externally and internally.