Experience Spotlight

Feb 2. 2021Author: Anthony Veltri

Digital Transformation Success: The Missing Step

You knew digital transformation was coming. You saw the technology trends… You saw the change in generations… Most of all, you saw the benefits.

You knew if you got your digital transformation right, you could:

  • Capture new opportunities.
  • Evolve your operating model.
  • Improve employee engagement.
  • And measure, manage, and upgrade your performance.

You wanted these benefits.  You created thoughtful plans for your transformation. And then, everything moved faster than anyone expected, and disrupted those plans.  I wrote this article to help you catch your breath, and recalibrate your transformation.

In this article, we will explore:

  • The key forces that are disrupting your digital transformation plans.
  • How organizations are reacting in the wrong way to these key forces.
  • What you must do to keep your transformation on track — no matter what.

Let’s get started.

The Key Forces Disrupting Your Digital Transformation Plans

Now, this past year has not been easy.  And we agree that the world has changed dramatically.  But we also believe you can’t blame every challenge on 2020.  This past year created only one of the three key forces that have disrupted your plans.

These three key forces are:

  • Competition — You face multiple competitive forces. New entrants are disrupting your industry, low-cost global providers are eating your margins, and new players are entering the field unburdened by legacy infrastructure.
  • COVID — You face a sudden change in your day-to-day work. The pandemic has created new requirements, triggered an overnight shift to distributed work models, and accelerated digital transformation timelines by 5 – 10 years.
  • Compliance — You face a ping-ponging regulatory environment. New regulations appear annually, existing regulations change constantly, and your changing operations keep opening up new avenues for non-compliance.

One of these forces would be a lot to handle.  But organizations must now face all three at once.  And they have entered severe reaction mode trying to keep up.

Here’s what that looks like, and why it’s the wrong approach.

The Wrong Way to Respond to the Forces Disrupting Your Plans

Organizations are scrambling.  They are trying to capture every opportunity they see.  They are rushing to adopt every new digital trend that appears.  They are changing as much of their operations as possible, as fast as they can.

To do so, organizations are investing tremendous amounts of money. They are rapidly purchasing new large-scale systems, data projects, and cloud migrations — all hoping to improve their agility, efficiency, customer experiences, and bottom line.

On the one hand, this is a good thing.  It is good that organizations finally understand the value of digital transformation, and that they are finally willing to invest real money into these initiatives.

On the other hand, they are simply jumping in without a life jacket.  Organizations are not thinking through their digital investments. They are simply responding to external pressures with budget.  And along the way, they are often chasing shiny new buzzword technologies and trends — not real, meaningful change.

The result?

Many organizations are making big investments without knowing:

  • How these investments will meet real customer experience requirements…
  • What ROI these investments will drive, and how they will do so…
  • How to bring these investments to life by changing existing processes…
  • Which of their functional strengths and weaknesses they even must augment…

We could go on, but you get the picture.

Many organizations are moving so fast, and investing so carelessly, that they are simply layering digital tools on top of legacy architectures and creating a Frankenstein’s monster of complex, inefficient, half-digital operating models.

I don’t want you to fall into this trap.  And if you have already, I want to get you out of it.

Here’s how.

The Simple Solution to Real, Meaningful Digital Transformation

At LoBue, we operate from a simple principle… Every organization must absorb digital change at their own pace.  Yes, we know there are many hot opportunities out there.  And we know that you feel pressure to keep up with the evolving landscape.  But that doesn’t mean you are ready to capture these opportunities and catch up.

You are not alone in this.  Every time we help a client with their digital transformation we help them take a more wholistic view.

They always have so many changes they want to make. And usually, they have even done a good job identifying real opportunities that would actually help them. But they do not always have an informed picture of what they can accomplish, and by when.

So before we engage with their list and begin the real work of their transformation, we always begin with a simple evaluation of how ready they actually are to change — and if they can actually take full advantage of the changes they wish to make.

During this evaluation we make sure our client will be able to:

  • Implement efficient and intelligent digital processes.
  • Deliver value from their available, exploitable data.
  • Align desired changes to customer experience needs.
  • Leverage their key human resources to actually execute their strategy.

This evaluation process is key. It lays the foundation for the client’s entire digital transformation effort, and it ensures every subsequent step can succeed.

Here’s what an effective, evaluation-driven process looks like.

A Digital Transformation That’s Set Up For Success: Step by Step

When we work with clients on their digital transformation, we follow a few steps.  Each step builds on the last, and it all begins by evaluation their preparedness.

Take a look.

Step One: Evaluation

We work together to uncover opportunities to improve performance, efficiency, and customer experience. We collect and analyze a comprehensive set of enterprise data to measure their digital readiness, to establish an organizational-wide baseline, and to define the real gaps that to first fill with new digital capabilities.

Step Two: Design

We use all of this information to develop a digital-driven operating model that defines exactly how new processes, technologies, and resources can capture those opportunities, shore up those weaknesses, and work within existing maturity levels.

Step Three: Implementation

We work side-by-side with leadership teams to make sure the plan succeeds. We prepare each function, work to get key team members on board with the change, and rigorously roll out and tweak each capability to make sure they work in the real world.

Step Four: Performance Management

Finally, we take continued action to ensure the new digital capabilities are actually adopted. We quantify, track, and prove results through real, actionable KPIs, and do whatever it takes to ensure the digital transformation delivers as designed.

From our experience, this approach works more effectively than throwing budget at digital transformation, and hoping the effort translates into real results.  This approach only pursues investments that the organization is prepared to adopt with the ability capitalize on.

And the results speak for themselves.

Build the Transformation You Are Ready For: What You Will Get

By taking a step back from the pressures and pace of digital change, and by maintaining a thoughtful approach to digital transformation, you will:

  • Identify digital opportunities that will meet you true performance objectives.
  • Develop an operating model you are ready to build and live day-to-day.
  • Engage your employees throughout the process and not just dictate change.
  • Continuously measure your performance to know you have made real change.

If you are ready to develop, deliver, and truly live a digital transformation that will create real results for your organization, then reach out today.

We will perform a no-obligation assessment and tell you just how ready you are — or may not be — to deploy your current digital strategy.

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Anthony Veltri

Anthony has spent more than 20 years developing new strategies, innovating products, and reducing structural inefficiencies. He’s come to see that business leadership is ultimately about two things. First finding opportunities to increase your profitability. Second, redesigning your strategy, operations, and technology to capitalize on them.

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