The 12 Step Plan for Digital Transformation Speed

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It took Magellan’s crew three years sailing ships to circumnavigate the earth.  Today, at hypersonic speeds of 7,680 MPH, it takes just over three hours to circumnavigate the earth.  Data on the Internet, however, travels at 670 million MPH, which means it only takes milliseconds to circumnavigate the earth.  In this age of digital businesses and digital interactions, companies must digitally transform to work effectively in a world where mass information moves at these unimaginable speeds.

It’s not just IT systems that are impacted by the volume and speed of information.  The creators of business processes that were designed and developed in an analog area, simply never envisioned a business environment that would require these operational tempos.  Analog business processes were designed to have humans involved.  These dependencies were designed to slow down the process to ensure accuracy, compliance and accountability.  Today, however, operating at the slow speeds of an analog, human dependent business process, will doom your company.  Analog business processes must be quickly automated via robotic process automation using artificial intelligence and machine learning to effectively interact with impatient digital customers and B2B partners.

When analog business processes are replaced by hyper-speed digital processes, it is also the time to rethink business models.  Transforming into a digital business will impact how you operate and make money.  You both make money and spend money differently.  Your sales, marketing, branding, delivery and customer service will all look differently.  The model must change.

Most companies are dependent on an integrated ecosystem of suppliers, vendors and partners to function.  If your company digitally transforms and speeds up its operational tempo – your partners must follow or the system and business model breaks down.

Increasing the operational tempo of your business as a result of digital transformation impacts the humans in your company.  Roles and responsibilities change as many tasks are automated, the pace of operations dramatically increases, and the skills required change.  In many cases this is the biggest challenge companies face when digitally transforming.

Leadership must also change the way they operate.  Instructions sent via Magellan’s ships would have taken three years to arrive and longer to be implemented.  If information is received and decisions are required in real-time, then the pace of decision-making and meetings must change.  Five or three year business plans, must now be re-thought continuously based on non-stop streams of incoming data.

Your organization – your team, must have a culture that supports these speeds.  Your organization must understand and embrace the changes that will help it compete in a digital marketplace.  The following is a list of areas where speed must be increased as a result of digital competition:

  1. IT systems, platforms, networks and APIs
  2. Business process optimization with automation and AI
  3. Business model transformation
  4. Partner ecosystems
  5. Optimizing how humans and automation work together
  6. Leadership/decision-making based on real-time analytics
  7. Organizational and cultural response to change
  8. Scaling up or down
  9. Customer alignment
  10. Digital interactions
  11. Personalization and context
  12. Predictive analytics

Without increasing the operational tempo – the speed in which an organization can adapt, companies cannot survive in the digital age.  This list is not everything a company must do, but it provides a good place to start and focus.  All companies involved in digital transformation today should as part of their overall digital transformation plan, understand what speeds they are at today in each of these 12 areas, and have a plan for increasing it.

Visit Kevin Benedict’s website at C4DIGI.com

Kevin Benedict

Kevin Benedict is an opinionated Senior Analyst at Cognizant's Center for the Future of Work, where he analyzes emerging technology trends. He has worked with enterprise IT systems and ERPs for over 30 years, rising from an IT business analyst to the CEO of a mobile platform company. Today he is a popular technology analyst, Futurist, keynote speaker and lecturer. He is also an SAP Mentor Alumnus, Digital Transformation Influencer, and continues to write on mobile and digital strategies for publications around the world. In the past four years he has shared his insights and research with companies in 17 different countries, and has over 10,000 followers on Twitter that read his weekly technology and business insights. Profile Summary: -Founder/Principal Consultant, Independent Mobility Analyst, Netcentric Strategies LLC -Veteran Mobile Industry Executive -SAP/Crossgate Product Evangelist and SAP Relationship Manager -Eight years experience in leading-edge mobile and enterprise software technologies -Twenty years of successful enterprise software sales and marketing experience -Eleven years of international business sales experience -Author of many product and mobile solutions datasheets, whitepapers, technology papers and press releases on customer wins and software solutions -In-depth experience with Web 2.0 and online marketing strategies and initiatives -Seminar leader, trainer and conference speaker on many subjects related to field services automation, mobile business technologies and B2B E-Commerce -Management experience includes operating a start-up mobile technologies company, international sales teams, global marketing, business plan development, product management and sales channel development -Featured speaker at Psion Teklogix’s 2008 Mobile Technology Leadership Series -Recipient of SAP's Top Contributor Award in 2009, 2010 and 2011 Specialties: Mobile and digital transformation strategies, writing, keynote speaker

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