Digital transformation can be defined as the integration of digital technology into all areas of a business, resulting in fundamental changes to how businesses operate and
how they deliver value to customers. Beyond that though, it's an ongoing, continuous cultural change. Digital transformation is a shift in the group-think that requires organizations to continually challenge the status quo, experiment often, and get comfortable with failure.
This sometimes means walking away from long-standing business processes that companies were built upon in favor of relatively new solutions and practices that are still being defined. But every journey begins with a first step, and it's only through taking these first steps that true digital transformation can begin.
The true measure of any given organization's commitment to prioritizing digital transformation can be found in one place and one place only- the Product Roadmap. If IT managers and their teams can point to projects on the short-term Product Roadmap that will result in increased productivity and profitability at a cross-functional level, that are fully defined, prioritized and are in flight, then digital transformation can be seen as being prioritized. If software partners and vendors have been contracted and engaged with, and if roles, project timelines, and milestones have been defined for these “difference maker” IT initiatives, then digital transformation has moved from a strategic concept to a tactical iteration of the organization’s digital strategy.
If the above isn’t in motion, if the IT teams have already resigned themselves to starting the next quarter or the next fiscal year with the same legacy software, then digital transformation is being given lip service only. Here are some ways that businesses can fast track the individual projects whose completion in short order are going to make transformation an operational reality, and not just bullet points on a white board.
- Achieve consensus on the primary needs of the business and then map project prioritization back to them. E.G., if increasing salespeople’s efficiency is priority one, then implementing a front-end solution that helps salespeople quote, configure and ultimately sell your products more effectively would likely be a priority.
- Start. Use Agile planning and development techniques and approaches to define and develop a minimum viable product and execute in short, focused iterations to deliver value early and often. An initiative or project that is “ready to start” pending completion of loose ends in the planning stage is just as lacking in momentum as a project that is just kicking off. Projects that start are infinitely more likely to finish than ones that don’t.
- Understand what you’re good at and play to your strengths. The business need you are addressing, and the best software solution to address it, might require techniques and tools outside your team’s current skill level. Start with the problem, then make an honest assessment of your team’s skills as you consider the selection of technology and outside resources. The project might be an ideal opportunity for your dev team to learn and master new technologies-- but this is likely only a viable path if you have a team of outside SME’s that your team can learn from. Selecting vendors and partners with decades of experience and expertise in implementing their software goes a long way to achieving this goal successfully.
"A good plan violently executed now is better than a perfect plan executed next week."
- General George S. Patton
While Patton’s axiom may not be directly applicable to all aspects of modern IT decision planning and decision making, achieving impetus and maintaining momentum are nonetheless needed to get mission critical digital transformation projects moving forward.
For more information on Verenia and how our team can help get your front end IT projects moving forward, contact email@example.com.