Digitization is the basis for companies to scale up and absorb the complexity of expanding and customizing their products and services, to meet the needs of customers who are increasingly sophisticated
By Alejandro Bianchi, president of Liveware ISSA
In the new digital economy, those industries that do not add digital value to their products and services will be aggravated in front of their competition as they will be comoditizados in front of those who offer Value through digital innovation.
Understanding that digitization is the basis for scaling and managing complexity and digital is the basis for innovating and providing true value to customers looking for ever more sophisticated products and personalized services, is the starting point to start the Transformation. Without an effective digitization digital transformation will be a path fraught with obstacles, so it is important to understand it when you start thinking about being a “digital” organization.
While transforming into digital is an exciting and challenging adventure, it is also a path full of uncertainty; This is why having a good practice framework can help mitigate risks and minimize false steps:
Include the entire organization in Digital transformation, not just in the hands of it: organizations generally assume that this process is an exclusive issue of the It area, which is a big mistake, given that technology is a facilitator of a new company , so it’s a critical success factor for the business to put in front of the transformation program.
Define the new vision of the business without technological restrictions: this is another critical factor of success. If the new vision of the business is restricted by the current platform of the company, it is possible that the capacity of innovation is limited very much, so that first the vision must be defined and then analyze how great the effort will be and in what way we arrive there.
To put architecture as a shared vision of the transformation program: In addition to the technical architecture, mainly the business architecture. Combining the new architecture with roadmapping techniques will facilitate estimates and plans.
Experimenting and working on small initiatives: one of the great tasks of CIOs is to discern what really serves their program of transformation from what can be just passing fads. In this sense it is important to have the capacity to experiment technologies in small initiatives that provide the teams of work of experience and knowledge. Work with your suppliers in a relationship based on trust and good deals.
To form multidisciplinary teams: We have always believed that some of the collateral effects of digital transformation is the need for convergence of different disciplines, so it is important that teams that carry out the program are integrated With different skills and knowledge, both business and IT. Also include the customer as part of the team, will have their benefits.
Persevering and patient: this is a process that will have problems and pitfalls, so you must prepare to traverse them. The important thing is to start and have well formalized where you are, (reality today) and where I want to be, (new value proposition) and work in transformation packages leveraged by the vision of architecture.
Finally, if my digitization process has been satisfactory it is likely that many components of this platform can be reused in the transformation program, which will become more speedy in the implementation of the program. But if there is work to do to complete the digitalization of the business, it must be done before beginning with the digital transformation. But what really matters is to start, because surely your competition has already started.