Tuesday, October 15, 2019

The Building Blocks to Bridge Digital Transformation from Here to There

Every individual or business evolves digital with different speed. From here to there takes planning, actions, developing building blocks as well as making continuous adjustment. 

There are no change for its own sake, including the large scale digital transformation. Transformation starts with the realization that where you currently no longer can deliver the business objectives and vision of success for your company and your shareholders. It’s important to determine what the future needs to look like, and what the transformation must look like. Does your strategy remain valid in the time it takes to actually transform? Can you clarify a clear vision and develop the necessary building blocks to bridge digital transformation from here to there?

Designing information flow: In the digital era, information is one of the most invaluable assets in organizations across vertical sectors, there isn't really much of an enterprise without the massive oceans of information that flow through the organization at any given split second. From chaos to order, the business management needs to design information flow and manage their information cycle effectively by identifying how information is associated with the valued tangibles of businesses, products and resources, as well as how to refine and reuse information to generate invaluable knowledge that can be shared to help people and business growth. The speed of information flow directly impacts the speed of the business because information savvy businesses can leverage information to make on-time decisions, capture market foresight, grasp growth opportunities or predict risks timely. The seamless information flow harnesses communication and collaboration with geographically-distributed team and unlocks latent expertise.

Clarifying decisions right: One of the pitfalls of transformation, either for improvement or innovation is sometimes to get the 'right answer' to the 'wrong question, or jump into “how” before figuring out “why.” A highly intellectual and highly effective digital organization has a higher level of decision effectiveness because information can flow to the right people and allow them to make the right decisions for bringing better results. Decision-making is a process, not an event. The holistic examination of issues and clarification of decision effectiveness take time, but worth the effort for avoiding blind spots and improving decision-making maturity. Digital transformation is a thorny journey, business leaders have to make many tough decisions for navigating the business in the right decision. It’s critical to slow down and think through the implications of their intuitive and subjective assumptions. It’s also important to find the “cause and effect” chain of intermediate milestones required to achieve end benefits and transformative objectives.

Making changes to structures: The very obstacles of business adaptability are silo, bureaucracy, process rigidity or talent deficiency, etc. The digital organizational structure needs to be solid enough to “keep things in order,” but also fluid enough to interact with the expanded digital ecosystem seamlessly. To speed up digital transformation, the organizational structure needs to be flatter for streamlining information flow and improving business responsiveness. The democratic processes will overtake hierarchical control, and logically, it’s important to break down silos and being intentional about developing business processes that encourage cross-functional collaboration and enforcing business flexibility. Many organizations experiment with different types of organizational structures, adopt the hybrid organizational structure that creatively blends structured and unstructured processes to enforce business alignment, harness collaboration, and accelerate digital transformation. Ultimately, organizations can reach the healthy business cycle with the right balance of change and stability, transaction and transformation.

Aligning motivators: Business transformation is about people in most of the situations. Part of the digital journey is to prepare people for the new structures and to recognize increasing collective consciousness is a crucial step in order to drive smooth digital transformation. It’s important to align all important motivators for driving the right change mentality, attitude, and behavior. One of the key determinants of whether an organization can move to the digital new normal is the digital maturity of its people. People have to be ready for moving to a more fluid structure and adapt to the dynamic business environment proactively. The digital change agents are those who demonstrate a variety of skills, be comfortable with ambiguity, and respectful of the processes. The human capital management approach should provide the definition of talent expectations in a quantitative way, empowers, encourages, motivates, and rewards the employee for driving, adapting to changes and performing beyond the normal expectations.

Every individual or business evolves digital with different speed. From here to there takes planning, actions, developing building blocks as well as making continuous adjustment. Digital leaders and professionals must be comfortable with “VUCA” reality, broaden their outlook, envision the bigger picture, be conscious of the learning curves, keep the end in mind in order to drive digital transformation in a structural way.


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