The "Problem Framer" begins with an end in mind.
Today’s business is dynamic and complex, many organizations are on the way for radical digital transformation. What’s the setting point, where will you start with, and how to manage change and transformation in the more radical way in order to become a Digital Master ultimately?
Today’s business is dynamic and complex, many organizations are on the way for radical digital transformation. What’s the setting point, where will you start with, and how to manage change and transformation in the more radical way in order to become a Digital Master ultimately?
Vision -"Begin with an End in Mind": Transformation requires first shifting mindset, starts with the realization that where you currently no longer can deliver the business objective and vision of success for your company and your shareholders. Determining what the future needs to look like (what the transformation must look like), and then, intrapersonal transformation and interpersonal transformation is needed to achieve organizational transformation.
The transformational leadership: A leader would have difficulty transforming an organization until she/he had her/his own transformational experience. Sharing experience seems to be better received than just, "Here's how we do it." Having the most senior champion is critical - someone who will not only communicate what the transformation looks like and where people will fit in the new vision but also be observed as the leader who is "marching towards" that transformational vision.
The Golden Circle: As every successful change program, the business transformation should follow the 'Golden Circle' starting with the WHY? (vision & motivation), then addressing the HOW? (process) and the WHAT? (results) in the end. Do not turn it around if you want to set up for success. With a focus on the arrival point, success will be contingent upon culture, the state of the business, leadership (senior and positional influencers within the business), communication, team membership (internal and external) and the overall commitment to the goal. Celebrate successes often and don't lose sight of the "pulse" of the organization.
The "Problem Framer": A solution is nothing if the problem is not perceived, therefore, creating the awareness of the problem is the first step to making a solution be understood and accepted. The realization only comes when the problem is perceived. Easy to say that you start with the process and/or capability that is most critical (customer impacting) with the largest potential impact on the success of your firm. How to identify where? - through internal (SWOT) and external assessments (benchmarks/consultations/ customer feedback) of your baseline position and a joint position as to where you want to arrive (interim state/end state). Audacious goals are absolutely important, but "boil the ocean" approaches seldom deliver expected results.
The process management: The business transformation is enabled by the internal business process management. One concept always is present in any process designed to successfully produce positive change. This is why it is critical that a solid maturity model should help to define ambition along with the as-is. (1) Involve, (2) Engage, (3) Emerge & Evolve (4) Evaluate and (5) Embrace the change. The vision and Idea of transformation should come from the highest chair with a timeline. Each department should have defined & definite goals. It is not a one-time activity. It should be an ongoing process. The process, change assessment, etc. are all tactics to get the organization there.
Still, back to the three fundamental elements of business: people, process, and technology. A good transformation initiative will well orchestrate them seamlessly. in addition to the set point changing, then building new skills, reinforcing and embedding new practices/reflexes, and finally measure the right thing and measure them right.
Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:
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