They can help prioritise initiatives that will have the greatest impact and are there to help, not put up barriers. True digital transformation means shifting mindsets, ensuring that staff at all levels feel positive about change, understand that their working lives are going to benefit from it, take ownership of new processes and systems and feel that they have a part to play in future successes.
Without a robust programme in place to ensure that all areas of the business are fully engaged and feel ownership of the process, transformation is doomed to failure. Worst case scenario: it ends up being an extremely costly mistake — junked prematurely for another shiny new technology option in the near future. Seven: The business forgot about transforming the customer experience Digital transformation might include automating processes, bringing in new technology, driving efficiency and cutting costs.
But it should also aim to improve things for customers, new experiences that are satisfying and distinctive.
They were the ones who cared about the customers you ignored because you were only thinking about saving money. You may have dozens, even hundreds of ideas on the table after a successful ideation workshop, but those ideas need to be tried out on users at every stage of the process to see if they have real value. Agile processes and constant feedback will allow the team to iterate experiences until a product or service is frictionless and pleasing to use.
Nine: Not being able to realise the power of customer data Digital disruptors and new entrants to the market have a particular advantage over traditional businesses: organisationally they have set themselves up in ways that mean they can make smart use of every bit of customer data. Skills audits and training needs to be ongoing, as do ways to continue to measure transformation. By Soumik Roy 25 November, DIGITAL transformation is hard, and although companies promise to commit to a strong digital agenda, not many succeed at morphing into a more digital-first business.
In fact, according to a recent study by McKinsey, roughly 70 percent of transformations fail. McKinsey Senior Partner Harry Robinson, who has reverse-engineered some of these failures to create a strategy for success, believes that the root causes of most failures are straight forward. Robinson believes that a lack of leadership, inadequate skills, and poor change management are to blame for botched digital transformation projects in most organizations — all of which he explains in greater detail:.
The McKinsey Senior Partner also finds that many organizations aspire to complete great digital transformation projects without the right skills — which ultimately leads to failure. In terms of change management, it seems as though leaders often neglect to help facilitate a smooth transition. Facebook Twitter RSS. McKinsey, Without these factors considered, after initial motivation and enthusiasm, slowly but surely, the company slips back into its old ways.
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