Yours Digitally

I started “noticing” the word DIGITAL during my engineering days. The intricate visualizations of digital world and digitization in our library magazines attracted the staunch admirer of science and technology within me. I started my first job at Cognizant and the code snippets which my team put together started enabling larger businesses to go digital. I used to explain to my mother that my job enabled companies go paperless or digital. I still remember the way she nodded her head and said, “So that means you are computerizing existing processes”.

Years down the lane, when I look back at the “DIGITAL” trend, it is heartening to see the way it has evolved. Now, it is not just going paperless or computerization. The world is becoming more and more vocal about digital transformation across industries. The analysts out there are highlighting the importance of digital vision as new tools, techniques and technologies are rapidly converging. Organizations are identifying new Chief Digital Officers or CIOs are assuming those roles. It is crucial for organizations to plan their digital transformation through a strategic approach, and not just go behind a pressing business imperative tactically.

Let me suggest a 3-step approach to pursue the digital goal for organizations based on my experiences and readings : RUN (Rank-Understand-Nudge)

1. R - Rank yourself at the right maturity level:

Digital transformation is not too simple to just “aim” for it. You need to reach there through a series of achievable goals. Organizations should follow a structural framework to make it more systematic and achievable. The starting point of this exercise should be to benchmark your current level and then work towards the next level.

 I remember those days when I worked with our Delivery Excellence team for CMMi maturity level certifications. As most of you might know, each CMMi level has its own definitions and expectations and an organization gets certified based on a detailed assessment process. In my view, this approach is very good because it forces the organization to go through a systematic well-defined path towards maturity. There are no short-cuts or bypasses! Can we apply something similar for digital transformation approach?

 There are a few digital transformation maturity models and analyst frameworks available on the web, which organizations may choose to use. The framework should have clearly defined, achievable, realistic digital goals for each maturity level. Once the current level is benchmarked, organizations can decide the next set of activities to go digital in achievable steps. For eg: an organization which is still on legacy systems will take time to go digital, in its real sense. But this approach will help them start at the right level and proceed gradually, but successfully.

2. Understand the fundamental building blocks of digital strategy for your organization

Digital transformation needs to consider all three aspects – People, Things and Business (this is my favorite order). These three interdependent building blocks determine the bottom line and market value of an organization.

Internet has changed the way we look at traditional BSchool marketing wisdom. The P’s of marketing mix are no longer independent entities. Internet has interconnected all of them so deeply that information about customers and their interests are available at micro and nano levels. Marketing objectives have changed and Go-To-Market plans are increasingly taking into consideration virtual customer cohorts and their unspoken interests. Customers are ready to openly talk about their experiences and socially build (or damage) business reputation. Business models are getting disrupted as innovation and co-creation take front seat. Organizations equipped to connect with the right customers at the right time will be able to reap benefits promptly in this new scenario. This is where a digitally redefined business becomes meaningful.

 The digital mindset has to start from within the organization itself. A digital workplace initiative enables stakeholders to connect virtually from anywhere. The cultural shift can be seen from the attitude towards “working-from-home (WFH)” employees. Years ago, WFH was seen as an easy job; but now such employees are seen as “always available” employees. The level of flexibility and involvement that a digital workplace can bring to the employees is very high, especially in organizations with geographically distributed teams. (I have lot more to write about Digital Workplace, as this is my favorite subject. But will keep that for a later blog).
 
The digital strategy should have separate measurable initiatives for transforming business as well as workplace.

 3. Nudge!

This is the most important step! Nudge the key stakeholders and make them realize the benefits of what the organization is trying to achieve. Digital transformation may not give you immediate results; it is difficult to even imagine the benefits or outcome. Hence it is not advisable to assume that all stakeholders will rationally think and accept the proposed transformational initiatives.  Change management should be carefully thought through with appropriate interventions from executive leadership. There has to be buy-in from all departments to make it successful.  A digital strategist role with clearly defined responsibilities might be able to help here with appropriate executive support.  Organizational dynamics play a very important role in successfully implementing these kinds of transformational projects and each department will have its own challenges. Pulling the right threads and involving right vendors and partners will all contribute to ultimate success.

 The path towards a digital vision is a vibrant and dynamic one. As you R-U-N towards your digital goal, the path becomes clearer and you get more connected with your customers and employees. But yes, it is challenging!