DIGITAL TRANSFORMATION FRAMEWORK
The world around us is changing more rapidly than ever before. The way we work, interact on a global scale and have fun is fundamentally changing our behaviors and experiences across different channels. Enterprises that have been around for decades have to embrace this digital change to dominate and stay relevant in their marketplace.
Without understanding the digital era, with its disruptive technologies, enterprises will fall behind and – most likely – disappear from their markets as digital adopters gain ascendancy. Digital transformations can help businesses to stay relevant to their market.
Therefore, we have developed a Digital Transformation Framework that helps to find new business opportunities, innovation road-maps, and the defined steps for moving forward.
The Digital Transformation Framework helps organizations to identify new and radically re-think their current business models by leveraging disruptive technology. This framework consists out of 6 elements that are required for such digital transformation journey.
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PROCESS & SKILLS
Without customers, businesses don’t generate any profit, meaning, it only makes sense to keep your customers at the center of all our actions throughout this journey. Business models are designed to bring unique value towards your customers, It’s very often forgotten, but mission critical to analyse and understand your customer and their customers to (re) position your business as unique value to theirs. We need to fully understand your customers experience and what digital disruption can do for them to ultimately gain market share from your competition and become their Trusted Advisor.
Strategy, in this context, is focusing on where you are heading as a company to bring value and the best possible experience to your customers. To design such a strategy, research such as market analysis is needed to identify your position and find where your customers are. What do they expect? Unique Value Propositions (“UVPs”) and Unique Selling Propositions (“USPs”) are designed to ensure tangible value is driving this change. An internal and market analysis is the foundation for change as we need to understand how you want to dominate or penetrate the new markets leveraging disruptive technologies to bring unique value to your customers. As we can only understand and improve what we can measure it is critical for success to use success factors and key measurements to measure whether changes are successful and to take the necessary steps to mitigate any bottlenecks. After validating all options, together with all other elements, a compelling business case has to be established to fund – and sponsor – this digital transformation.
Customer experiences have significantly changed over the last decades. In the old days, there were only a limited set of options to choose from, but now, just a fingertip away, the competition is lurking around the corner with a better experience, a smarter solution, lower prices, etc. Whoever has the better experience, will, most likely, win the battle when it comes to adoption of a product or service. In a traditional IT business, Service Level Agreements (“SLAs”) remain an important asset but are outdated because even though your SLA is ‘green’, your customer experience could be seen as ‘bad’. Therefore, we need to define eXperience Level Agreements (“XLAs”) * on-top of SLAs to ensure a ‘real’ experience is guaranteed. A full review through the entire service stack will be conducted, analysed, and validated with your customers before we move forward.
Changing culture is one of the hardest things to change within organisations, or to make it concrete: People. As digital transformations will, almost every time, have an impact on people, we need to ensure that your most valuable assets, your people, get sufficient support to make that change happen. Without this, a digital transformation is set to fail from the start. A key success factor will be to define ‘Champions’ in your organisation to spread positive thoughts on the change that is happening and to confirm the change is good. There will be hurdles to conquer and a lot of resistance, which you need to identify, understand, plan, and mitigate to establish a healthy and positive culture ready for change!
Digital transformations are not about technology, they‘re about new and radically changing business models. However, disruptive technology especially helps organisations to leverage new trends and to establish new business models. Disruptive technology is an ‘enabler’ to rethink the current world, to think big (outside of the box) and to dominate the marketplace. For example, ‘Uber’, which uses an app to book rides from a to b, disrupted a very long-lived industry in less than a year. Taxi companies are trying to keep up with either their own applications and/or leveraging the Uber app, so they don’t lose customers to the competition. As we go through this element, we need to understand how those disruptive technologies can be leveraged to help design new business models.
PROCESS & SKILLS
By introducing new strategies, disruptive technologies, different ways of working, and last, but not least, changing cultures, your people have to be empowered with new processes and skills to support this new initiative. With this new era, new roles are most likely required to drive the change – potentially, requiring training to make your staff future-ready. Changing processes require a top-down and a bottom-up story, and it’s mission critical that your organization is ready for such change and has the necessary skills. Data will be new source of value to your employees to enhance your workforce performance.