A question permeates the market these days: Why invest time and money in digital? And one of the answers is mainly to become competitive in the long run. Studies indicate a high probability that organizations that succeed in digital transformation will be future winners in their markets and build a sufficient barrier to make it difficult for the competition to recover.


So, if one of the main reasons for the digital initiative is to be competitive, it is also worth looking for deeper reasons for your business to go digital. In some industries, the decision has already been made for the organization, because the leaders in their industry are doing it and are earning from it. In such cases, it is a business imperative. However, not only as tactical adjustments and point solutions, digital transformation must be accompanied by rethinking the company cycle, including the business model that was defined with other stakeholders in the value chain. 


One way to train this mindset is to carefully select a small set of improvements to make. Then make sure there is a clear rationale for why and a measurable goal for that improvement. And finally, after making the improvements, measure the impacts and compare them to the planned target. Regardless of the business area, recognizing the reasons and making investments in a robust technology foundation that supports functional and data needs is a safe approach to making significant progress in a responsible and conscientious manner.


A structured approach helps in thinking about the digital process in a way that is tailored to the organization. The entire digital impact can be classified into three areas:


1)    Customer Experience: Refers to the interactions required to sell and manufacture the product or sell the service. Customer experience is of great value today and should be evaluated with the sophisticated and easy ways in which customers expect to interact with businesses in mind. In addition, the customer experience should also include methods of interacting with employees. 

2)    Operational Excellence: A truly digital process has the right mix of mechanization that makes economic sense in the long run. 

3)    Business model: Historically, organizations have adopted vertical integration in their supply chains to obtain economies of scale, so that they have better control of their production processes. Given technological advances, interactions between two organizations can occur in a decoupled way, without compromising quality. This decoupling allows organizations to achieve their core competency and focus on delivering the greatest value.  


After rethinking the business, it's time to plan the digital transformation, considering the above areas separately, according to their application in the organization. Some steps are important in this process, such as visualizing the ideal innovation for each area, exploring emerging technologies, exploring business model ideas and involving employees and the end customer. After all, sustainable and collective success is produced by people and not by technology.


Culture is at the heart of any transformation. Ensuring there is a culture of improvement and collaboration, as well as celebrating collective victories, is likely to bring about lasting transformation. From a leadership perspective, culture and alignment are the two most important areas to focus on. 


TATICCA's technology consulting professionals help organizations progress their digital journey through a variety of services. This includes planning-stage offerings such as digital readiness assessment workshops and design thinking, as well as software development and change management. Contact our experts to learn more and start planning your organization's digital roadmap.


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