Digital business is bringing industries together, challenging enterprises in a variety of ways, creating new business and IT models, and enhancing collaboration opportunities. Given the current buzz factor around the term digital business, it would seem everyone (including software product vendors) managed to become a digital business overnight.
The truth is that managing the transition to a digital business is not a simple task and tends to impact processes, people, management culture, leadership, organizational intelligence, or enterprise systems—often all of the above.
Here are some key misconceptions that prevent organizations from becoming true digital enterprises (or even getting on the right path).
The transition to digital should be driven by the IT organization. In fact, the transition must be a collaborative effort between IT and business. The IT organization is the key enabler to implementing your digital business strategy, but it should not be the driving force behind it.
Re-assessing and adjusting processes are an optional part of transitioning to a digital business model. Actually, before embarking on a digital journey, every organization must review and assess current-state processes and establish future-state processes where applicable. However, this need not be enterprise-wide process change—an incremental approach based on business priority works just as well.
If you’ve established a mobile presence, enhanced a website, implemented a cloud solution, or implemented a BI solution, you are now a digital organization. Technology alone does not make an organization digital; there must be business improvements from those technologies. Just throwing IT solutions at a problem without a plan that includes an expected business outcome will result in a futile exercise with no mid- or long-term benefits. Even short-term benefits may not materialize.
An effective transition to digital does not require employees to experience a change in mindset. In talking to several clients recently, all of them unequivocally cited employee buy-in and a change in mindset regarding their daily tasks as a key factor in making the transition to digital. Engaging in multichannel collaboration, being self-organized (where applicable), and creating a culture that is wierarchical, adaptive, and agile are all elements necessary for an organization to institutionalize a culture of innovation and become a true digital business.
Date de la publication : 2016-01-25