Stated the majority of businesses were already investing in technology such as social media, mobility, analytics, and embedded devices. However, some companies, known as Digital Masters, were succeeding.
Much faster progress than others. When we compared these organisations to the rest of the group, we discovered variations in how the masters conceptualised and handled their digital activities. We discovered that these companies are Digital Masters not only because of what they invest in, but also because of how they drive change.
Thats why Digital Transformation is more than just an information technology plan. As a result, firms must take a four-pronged approach to digital transformation; it will not be successful unless an organization’s strategy, platform, and operations are fully considered.
Digital Operations.
Businesses must assess their procedures in light of the digital platform, strategy, and experience they have gained. Paperless, real-time procedures are essential for digital operations. Every day, customers still have to manually fill out forms, reiterate the obvious on calls, and engage in duplicate data entry because most organisations have only partially automated their processes. Most business operations can be automated with the right mix of data, content, and intelligent processes, but only if IT adopts business apps that are more nimble and run in real time.
An organization’s ability to attract and retain customers and workers is strongly influenced by its commitment to digitising its processes. To maintain effective operations, businesses need to operationalize workflows, automate process stages, digitise material, and include analytics. To transform the workforce into a network of knowledge workers capable of contributing at a higher level, it is essential that customers and employees have constant, easy access to collaboration tools and social media platforms.
To fully benefit from data and the intended business outcomes, organisations that have embraced digital operations have made their apps more prescriptive. Prescriptive process improvements rely heavily on the information layer. It will be useful for operations since it will give the right information at the right moment in the right procedure.
As part of their digital operation strategy, businesses must not only revamp their customer-facing operations, but also the back-end infrastructure that manages critical procedures like order management, inventory, and pricing. To meet client demands for services like “click and collect,” “one-hour delivery,” and “cross-selling,” information from these back-end systems is utilised throughout front-end procedures. It would be hard to deliver above and beyond for customers without reliable back-end systems of record. To better engage customers, businesses in the retail, travel, and hospitality sectors are striving to connect location-based services with back-end infrastructure.
Digital Platform
Defining a digital platform is problematic. Companies use technologies that are tightly integrated to run their internal processes and to support their external business models. Digital platforms like Twitter, Facebook, and Amazon have proven to be quite profitable.
Each of these companies has built a cohesive IT ecosystem out of disparate data, processes, and operations, providing the same quality of service to both internal and external customers.
As a result, the digital platform enables businesses to modify their IT approach in response to customer requirements. A cloud-services foundation, an API and microservices architecture for digital glue, and cognitive systems that make use of NLP and ML are necessary components of any digital transformation platform.
Digital Experience
Digital experience today is increasingly mobile-first, omnichannel engagement – seamless, connected experiences across all consumer interaction channels, from retail store, social, email, and voice to SMS, web, and the latest mobile applications, and back-end processes like pricing and inventory.
This strategy is essential for a new generation of customer involvement that goes beyond “traditional” CRM to create a really effective CX: a connected, contextual experience on every channel across the whole buying journey.
Digital Organization
The success of a digital transformation strategy depends on the commitment of top-level management to its goals. Initially focused on providing superior service to clients, digital transformation has spread throughout the organization. A strong leader with a disruptive mindset is required to steer an organisation through rapid shifts in technology, consumer behaviour, and business models. It is a journey that compels organisations to embrace organisational change, agile business processes, and systems to support transformation.
