By Umme Sutarwala - September 23, 2022 4 Mins Read
Enterprises globally are undergoing a digital transformation that is affecting all markets and industries. Through the use of technology, value stream mapping, and a focus on improving the customer and Employee Experience (EX), enterprises are aiming to boost efficiency by streamlining and simplifying operations.
Digital transformation is still a challenging endeavor, even in 2022. Numerous obstacles can impede the organization’s efforts to undergo digital transformation, regardless of whether it is moving away from a comfortable legacy system or transferring historical data and creating new processes.
These obstacles may even cause innovation to stall. The transformation roadmap and ambitions for innovation can be put on hold as an organization tries to integrate and onboard new systems.
Here are three suggestions for reducing friction and maintaining innovation throughout a digital transformation.
The fact that not everyone has a stake in the success of any new solution is one of the major obstacles to adoption.
Before introducing any new technology, it’s crucial to make sure that teams are on board with the plan and the consequent changes in the context of digital transformation.
Announcing the impending changes to the entire organization once the leadership team has discussed new concepts and strategies, is one straightforward way to do this.
Long-term implementation can also be aided by a survey or forum where employees can express their ideas and preferences, particularly if the changes are ones they have pushed for. A culture of openness to experimenting with new procedures and technology is supported by adopting a team-centered approach where leaders look for and value viewpoints from across the business.
Starting at the beginning, firms must document the transformation process. This accomplishes a number of goals, including establishing standards and producing references for scaling potential future remedies.
Companies must record their policies for crucial procedures they have discovered to be successful, such as staff workflows or knowledge management, in order to get the most out of a new solution. Organizations can operate effectively and consistently throughout times of transition by establishing an accessible framework for these crucial operations, which also gives them a shared foundation from which to pivot during crises.
Finally, leaders can focus on innovation and long-term planning by recording instructions, procedures, and reporting methods rather than spending as much time explaining, troubleshooting, and training.
Every IT staff is aware that there are several vendors and services available to address any and every technological challenge. Making the decision about which solution, or set of solutions, is ideal for their organization while starting a digital transformation journey can be overwhelming for decision-makers. Decision-makers need to be certain that their technology investment extends further than the newest fad and addresses the fundamental causes of their issues while putting as little strain as possible on users and IT employees.
Firms will be guided by being committed to the corporate strategy and goal. A strategic question such as “How will this distinguish them and place them further ahead of the game?” is one that IT leaders should also ask. Businesses should seek out vendors who have demonstrated success in resolving similar problems in the past, as well as demonstrable customer success.
When companies strive to “churn the ocean” and complete all of their objectives at once, digital transformation fails. Instead, start with concrete, doable measures that will lead to outcomes that will benefit stakeholders right away and make their work more fulfilling.
Even when a company is undergoing a shift, it is difficult but essential to sustain operations and innovation. Any change can be difficult, but by properly addressing people, processes, and technology, the process will go more smoothly, increasing buy-in and scale throughout the business.
Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
A Peer Knowledge Resource – By the CXO, For the CXO.
Expert inputs on challenges, triumphs and innovative solutions from corporate Movers and Shakers in global Leadership space to add value to business decision making.Media@EnterpriseTalk.com