DTS Methodology

Last week, I wrote about a success story where I was involved firsthand in a Global Bank that had acquired different banks within the Latin American region.?

As you may recall, I listed the high-level actions that successfully addressed the case. Now, I write in a more detailed way what is my methodology to successfully carry out any Digital Transformation journey.

5 steps

To carry out this methodology successfully, the following steps are carried out:

1. As Is Analysis: detect the main "pain points" that the organization has in terms of people, data, processes, and technology.
2. Review of the Business Strategy: ensure that the current business model is in line with the vision and strategy for the changes demanded by customers, employees, and all stakeholders.
3. To Be Model: flexibility and compliance with the current and future needs of customers, employees, and all stakeholders. Visualize new innovative business models.
4. Gap Prioritization: establish and prioritize the initiatives and projects that make it possible to successfully reach the desired future state/to be model.
5. Road Map & Architecture: establish the roadmap and architecture required to achieve the Digital Transformation of the organization.

The bases

To successfully carry out this methodology, we need as bases:

• Change Management: is a structured process and a set of tools to lead the human side of change and achieve the desired results. Its goal is to help leaders and employees adapt to a new work model as a path to satisfaction. The entire organization must be included to enable cultural change, including external stakeholders within the initiatives' scope.
• Governance: to establish the policies, procedures, and processes necessary for the change to be achieved effectively, including the strategy, decision-making (Transformation/Change Committee), the data (these last two were explained in our previous article), processes, technology, cybersecurity, business continuity plan, etc.
• Implementation, Management & Control of each one of the initiatives and projects, always taking the design, direction, and management (PMO) to be reported to the Transformation/Change Committee.

Conclusion

Having a human (customers, employees, shareholders, partners, suppliers, and stakeholders) centric Digital Transformation journey, allows us to change the Organizational Culture to an innovative, agile, and efficient one required to satisfy current and future needs, using technology as an enabler, based on data and applying an improved Risk Management approach.

We'd like to offer you this methodology to create a specific strategy and roadmap for your organization. Please feel free to contact us at our website .