Kay Winkler MBA recently discussed the importance of customizing the type and degree of digital transformation that each company needs to implement on BPM.COM
Is digital transformation simply too big of a leap for most companies? Part of it surely comes back to the “transformative” aspect of digital tendencies as a synonym for technological improvements. It would be wrong to assume that all businesses will have to transform themselves or their MO, just because of a new tech trend. A true transformation, where the core business will be almost completely unrecognizably from its current state, will most of the time be reserved for companies that either are substantially behind the curve of current tech standards or for the those at the other end of the spectrum; the trendsetting innovators of the markets, of which by default only a handful can exist at a time.
Unrealistic expectations, or worse, strategic goals around a fad can then carry the real risk of associated project failures. The usual framework and proven practices of formulating a sound business case, risk analyzes and scenario simulations should help in identifying an adequate solution – be it the complete overhaul of an architecture, transitioning from on premises to AWS (for example), automating business processes with BPMS and RPA’s or allowing e-invoices through a scalable ECM or any other initiative, technical or none technical, could be valid fits. If these happen to be transformative AND digital in nature, then that’s more a catchy sounding side effect than the main driver for engagement.
The focus on market forces and, above all, on competitive advantages through added value for the final customer should prevail when venturing into the lands of DT. That way the “right” goals can be formulated, and progress can be measured. For most companies that progress will be iterative rather than “transformative”. That, for instance, holds true also for continued business process improvements.