Very often we meet lonely executives, who complain about their difficulties in running their company’s digital transformation. These difficulties are very diverse. They can range from executive support to capturing people’s attention, from funding to cultural change, from attracting talent to prioritizing project management.
This is not an outlier phenomenon. Many companies and their executives have similar issues.
Digital transformation is not something a CDO with a small team can do on behalf of the organization. Every employee who hopes to gain some benefit from digital MUST be present for the company’s transformation process. Buy-in, ownership and support from and within any business unit is highly appreciated and required.
Digital transformation usually goes across organizational units, even outside the company. Therefore, a single unit, a single team, a single executive is and never will be in the position to run the transformation and succeed on their own, unless the related business units’ step in, roll up their sleeves and participate in the party.
Yes, they are busy. Yes, they have other tasks and responsibilities occupying their time. Yes, they may not be skilled or trained in digital. Yes, they might not know the end goal. But who cares? This is a journey, and it is always more secure, more fun, more instructive when you accomplish goals in a group. Especially when uncertainty is so intense as it is these days, particularly with digital.
Digital Transformation Is a Corporate Matter
Don’t leave it to the techies, only. It’s all about business, it’s all about growth, efficiency, customers, new value creation, and so forth. If it’s not, then we’re most likely not talking about “digital transformation”, but a few automation projects or system upgrades. For a digital implementation to be truly “transformative”, business leadership is crucial. Otherwise, all you will get is a few new screens, and hope for miracles…
Operational excellence in manufacturing requires full support of the factory, the supply chain, and all other related parties. The digital team and external business partners may work on the technology side, but business processes, design, the vertical and horizontal integration of value chains, operational technologies in the factory, and warehouses require expert guidance. They know best where the rubber hits the road.
When you talk about new digital channels or innovative new business models, sales, marketing and customer facing units must be in the lead. They know the customer, they know their pains, they know their needs. Technology can help a lot, especially analytics, but the right impulses will come from the businesspeople.
If you leave your whole digital transformation to technology people, you will end up with a pile of orphaned tech tools and apps, who will end up in the data center and go unrecognized in the corporate graveyard. We can guess that this is not what you are aiming for…
Check out our “Digital Transformation Office” service offering to support your leadership and ensure your transformation success.
THE BETTER NORMAL SERIES
THE BETTER NORMAL #1: “THE BETTER NORMAL” WILL BE CREATED BY US
THE BETTER NORMAL #2: NO WAY OUT!
THE BETTER NORMAL #3: SYSTEMIC CHANGE OR NUDGE FOR THE BETTER NORMAL
THE BETTER NORMAL #4: A CRITICAL APPROACH TO DIGITAL
THE BETTER NORMAL #5: A CUSTOMER EXPERIENCE PERSPECTIVE
THE BETTER NORMAL #6: THE “REAL” RESILIENCE OF SUPPLY CHAINS
THE BETTER NORMAL #7: AIM FOR DIGITAL GREATNESS
THE BETTER NORMAL #8: THE BALANCED VISION
THE BETTER NORMAL #9: OPERATIONAL EXCELLENCE
THE BETTER NORMAL #10: Don’t Carry “Covid-19 Impact” Too Far
THE BETTER NORMAL #11: Workplace of the Better Normal
THE BETTER NORMAL #12: The Post-Covid Era Requires Digital Transformation
THE BETTER NORMAL #13: The Time of The Synthesists Has Come
THE BETTER NORMAL #14: What Pandemic Has Taught Us About Digital ROI
tHE BETTER NORMAL #15: NOT FRAGILE BUT AGILE
tHE BETTER NORMAL #16: “The Better Normal” requires Better Thinking
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