Why is Your Digital Transformation Strategy is Broken? [and how do you fix it]
Digital Transformation is about more than adopting new technology
Two out of three people get their news from social media
according to Pew Research
The average human attention span (7-seconds) is lower than that of a goldfish (8-seconds) according to Statistic Brain
More people now own a mobile device than a toothbrush
according to HubSpot
It’s eye-opening statistics like these that continue to push traditional businesses towards digital transformation strategies. Those who do it effectively are winning in the new digital economy.
Those who don’t transform to digital? Not likely to survive.
This is new territory for the enterprise landscape. There’s no playbook for digital transformation. No definitive ‘how to’ guide. There aren’t many experts and even fewer best practices or case studies exist.
With this overall lack of history to study it’s no wonder so many are getting digital transformation wrong.
Companies have a tendency to take on the “technology first” approach when it comes to innovation. A project manager or CxO will learn about an emerging technology, hear about the increased efficiency and decreased cost, then look for a part of the business it can be applied to. This leads to businesses adopting technology it doesn’t need, and paying a fee it doesn’t like, to achieve a goal it doesn’t want.
Then, it abandons the tech for its legacy alternative.
Usually, after creating a worse user experience, some customers go with it.
So how can CxO’s ensure that their digital transformation is more than just a buzzword?
1. Start with the customer, not the technology
While it may sound obvious this is often the most overlooked part of any digital transformation strategy. Rather than finding new technology, then looking for somewhere to put it, look for an area of the customer experience to improve then leverage innovation to do so.
2. Learn enough to explain it to a 5-year-old
The C-suite decision maker doesn’t have to (and likely shouldn’t) know how to create the technology. They should, however, understand the how not just the what. The best way to test real comprehension is by trying to explain it to a complete novice.
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3. Clearly define your project management strategy
Hopefully, your project management methodology is based on the company rather than industry trends. Not every team member has to be a scrum master. However, everyone should at least be aligned and knowledgeable of the selected system.
4. Drive the change across positions/departments
The decision to evolve or not is usually made by a single CxO. That doesn’t mean there’s no room for input. Seek feedback from varying departments and positions to increase their buy-in when it’s time to implement change. You never know where innovative ideas or surprise subject matter experts may come from.
5. Consult with the fringe
Emerging technology is just that… emerging. Chances are the SME isn’t your traditional tech enthusiast and won’t be found in-house. They’re sharing ideas on niche forums, engaging others on Reddit and posting articles on Medium. Look outside of your normal network if you want to find those creating the trends not just following them.
6. Leverage your in-house innovators
Everett M. Rogers’ “Law of Diffusion of Innovations” states that adoption begins with the 2.5% of Innovators. These are the people that embrace disruptive technology even before the Early-Adopters. Focus your time and energy on rewarding and nurturing this mentality. Not the 16% of Laggards who may never change their minds.
7. Collaborate throughout the entire development lifecycle (DLC)
The bigger a project is, and the longer it lasts, the more likely teams are to splinter off. Prevent this by scheduling conference calls, meetings or touch-bases will all teams through the end of the project. Problems recognized during deployment may be easy to fix… but only if the team responsible is communicating with everyone else.
Digital transformation strategy is a new venture.
Most CxO’s recognize it’s necessary but, without much history, it can be difficult to properly implement. A strategy that puts the customer experience before the technology and collaboration before pride is the only type of strategy worth the screen it’s typed on.
About the Company:
Peterson Technology Partners (PTP) has been Chicagoland’s premiere I.T. staffing, consulting, and recruiting firm for over 20+ years. Named after Chicago’s historic Peterson Avenue, PTP has built its reputation by developing lasting relationships, leading digital transformation, and inspiring technical innovation throughout Chicagoland. Now based in Park Ridge, IL, PTP’s 250+ employees have narrowed their focus to a single market (Chicago) and 4 core technical areas;
- Application/mobile/web development and ecommerce
- Data science/analytics/business intelligence/artificial intelligence
- Information security/cybersecurity and
- ERP SAP/Oracle and project management/BA/QA
PTP exists to ensure that all of our partners (clients and candidates alike) make the best hiring and career decisions.
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About the Author:
Matthew Bardeleben is the Director of Content and Business Development at Peterson Technology Partners. He has earned more than 35 certifications in topics ranging from artificial intelligence, blockchain, and Python programming to digital marketing, growth hacking, and UX/UI design from organizations such as IBM, Google, and HubSpot.
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Originally published at www.ptechpartners.com
