Increasingly more businesses are seeking to digitally transform their firms to satisfy the ever increasing demands and expectations of the modern, technically complex customer. But few are prepared for the inner disruption this causes through the complete enterprise, which is why culture change and alter management is so important.
For digital modification to be successful, businesses need to adopt souple methodologies, processes and working practices. Becoming an souple business requires an ethnic change. Similarly, as digital transformation is essentially motivated by the changing needs and expectations of consumers, customer-centric strategies are absolutely essential and successfully developing and implementing these new methods requires a more included and fluid organisation.
Putting the Foundations of Digital Alteration
Businesses whose digital transformation projects fail are usually guilty of declining to lay solid fundamentals:
Laying these foundation pebbles requires huge culture change within the organisation and managing this method is challenging. However, if your organisation would like to reach your goals, it is inescapable.
Due to the ever changing and ever evolving nature of today’s world, businesses need to cultivate a culture of perpetual revolution.
The days of businesses environment a strategy for the next 5 years, then waiting for the business execute that strategy, are gone. Setting a 5 year strategy is still important, nevertheless the need to be able to swiftly pivot that strategy at will is fundamentally important to the long-term tactical success of the business. Most businesses, especially big and established companies, are difficult to turn and this is why intense new market entrants are able to sweep in and digitally disrupt industrial sectors, markets and supply stores. Established companies are too slow to respond through the time they have mounted a meaningful response, the new entrant has established a strong position in the market and is almost impossible to get rid of. Companies need to be able to pivot quickly to respond to new market entrants and changes in our competitive surroundings.
Similarly, as new technology emerge, customers and other major stakeholder group’s requirements and expectations change. The innovation roadmap you are following today could be redundant in weeks or months. Agility permits quick pivoting of development routes, rapid transformation of customer-centric strategies and the re-engineering of omni-channel customer encounters.
All these cases cause enterprise wide disruption and with the frequency of these disruptions rising, a culture of change and regular revolution is a must.