Digital Approach – Way Ahead
We talked about digital travel. Old uncertain approaches will not give up; you need absolute clarity about digital requirements, digital customer vision, strong leadership and unsurpassed agility. If there’s one topic I keep hearing, it’s that consumers expect the brands they interact with to provide an impeccable digital experience in their interactions. This applies to all types of industries, whether it’s retail, IT or other industries, and they all have their own way of defining digital experiences.
I recently saw several stores in my area, one closed (Toys “R” Us) and the other was undergoing a transformation (Target) with a new consumer experience. The causes of bankruptcy may be different, but companies born before the digital age generally need to transform dramatically to stay relevant and rely on the digital transformation of small business processes, which are the most important consumer experience.
We know from experience that, on average, resources are not moved between business units in large organizations. And this is doubly true of the digital approach, which requires special attention. Project managers in many organizations are unsure what the digital approach means. They underestimate how digital technologies are destroying their business, accounts and projects. They also forget the speed at which digital ecosystems blur the boundaries of the industry and change the balance of competition. In addition, responding to digital technologies by setting up new businesses and moving resources from old ones can pose a threat to project managers and individual managers, who may therefore be slow to adopt the necessary changes.
In my experience, the only way for leaders to overcome inaction is to take bold action to understand the following areas:
You have to resist change. You need to understand your customers’ view of the digital path through software efforts. You need to think about a strong digital approach by analyzing the results as you go along. And you need to fight the inability to know – it’s a constant problem, given the simultaneous need to digitize your heart and innovate through new business processes.
Resistance to change
Many project managers and senior executives are not fully aware of what digital technology is, let alone how they can change the way their business or competitive environment works. It’s a challenge. Project managers unfamiliar with digital technology are much more likely to fall victim to “brilliant objects” syndrome: they invest in cool digital technologies without a clear understanding of how they are going to create value for their own accounts/projects. In addition, they are more likely to make fragmented, overlapping or smaller digital investments; To put forward initiatives in the wrong order; or skip basic movements that allow you to perform more complex movements. Finally, the lack of binding reduces the speed at which the company is introducing new digital technologies. In an era of powerful advantages for pioneers, winners are invariably at the forefront to make large-scale use of the latest digital technologies for further progress. Only a good understanding of trends and technologies has become dangerous.
Improve your technology skills –
To find inspiration for developing your collective technology skills, consider the experience of a global IT company that knew it needed to be digitized but didn’t believe that management had the experience to make the necessary changes. The company has created a digital learning portal to train its leaders in current digital trends and technologies. Those responsible for training also brought in outside experts on a number of issues that the company did not have sufficient internal experience to address.
The training was complemented by an assessment of the digital potential of the entire organization and an assessment of corporate culture. This provided an actual framework on which anyone could understand what the organization needed to build during the digital transformation. This can help project managers and managers prepare for new technological skills.
- Understand how the customer sees the digital path.
Staying behind digital pioneers can be dangerous for the future of your projects/accounts.
Successful projects to create a digital value offering for customers don’t happen for nothing. They develop a clear vision of how they will meet the digital needs of their customers, and set and implement goals in accordance with that vision – often within a few years. Often unsuccessful projects simply cannot give a clear picture of what they want or should be when they “grow up” digitally.
Develop a software effort –
You need to develop software efforts with the same precision as you would like to rethink important processes in your accounts or projects. This usually means explaining that leaders cannot hide from the changes caused by the digital world, and that encouraging and accelerating change – rather than fighting for them – can create great value. Then you need to provide managers with the tools and support networks they need to become successful leaders along the way. Two main points to focus on:
First of all, be aware of technological trends, including up-to-date new technologies and changes in consumer behavior related to technology.
Second, identify processes designed to generate portfolios of potential ideas for the future state of the client’s path. These processes should allow your account to create, research, and valide business hypotheses through customer research. In turn, new ideas can be aligned with the vision of how the customer of the future should interact with the brand or business processes, and over time they can be repeated as new lessons are learned.
Strong digital approach
Using an aggressive digital approach involves a leap into the unknown: at the same time, you are likely to enter new areas and improve your existing business with new technologies. In addition, in many digital projects, the pioneer bonus not only forces you to change direction, but also makes you do it faster than your colleagues.