Digital transformation
embracing a data culture - where data is cultivated as a team to become a business asset and therefore, a key accelerator within the digital transformation journey.
“Digital
transformation is not a one-stop shop, it’s an ongoing process.”
How can businesses make sure their DX project doesn’t plateau? To prevent their digital transformation plateauing, businesses must foster a culture that focuses on customer-centricity. This isn’t about human-centric design, but human-to-human experiences. While connecting technology with customer experiences can help
achieve customer-centricity, it’s not all about the tech. Investment in tech is key, but it won’t generate human-to-human experiences if it’s not aligned with internal digital maturity. Looking inwards, it’s about understanding how to run a growing and profitable business and where technology is best placed to support that mission. Once businesses have this understanding, they can implement a unifying digital transformation narrative that binds teams together in the pursuit of a common digital transformation goal. However, the main barriers standing in the way of that are
hierarchical cultures, a lack of employee engagement, and minimal support from senior management. Breaking down these barriers is one part culture, one part process, and one part tech. To overcome this and strike the right balance, businesses
must introduce new ways of working, prioritising employee empowerment and adaptive organisational models. Incentives across the business must be aligned, with clearly defined goals that are translated and communicated from a strategic level, a tactical level, and an operational level. Additionally, data needs to help drive customer-centricity. Businesses must provide data-driven insights to inform decision-making and connect every part of what helps ensure human-to-human experiences – from internal departments and stakeholders to the end-user’s journey. This is possible through
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Is there a simple and helpful way to think about stages of a DX project? Digital transformation is not a project that someone has ‘signed, sealed, and delivered’ overnight or over the course of a few weeks or months. Instead, digital transformation is a continuous journey that many employees have been or are a part of. It’s better positioned as an objective that contains multiple projects within it. Think of this journey like setting a north star to head towards, but also identifying the smaller leaps it would take to get there, by which you can measure and achieve progress against the target. What’s more, while every digital transformation journey is
different, the stages of digital transformation can be divided into three high-level overarching categories. The first is transforming the core business, which usually has a known outcome. It includes projects that need to be driven by change management. Next is the innovation of the existing business where the outcome isn’t known. It includes projects that require testing and measurement, and then refocusing based on key lessons. This is where speed and the number of bets you make defines your success. The final category is M&A, which focuses on building capabilities that you can’t see yourself building to the same extent or are unable to build fast enough.
What developments and ambitions are on the horizon for Valtech UK in the years to come? The success we’ve seen so far has been a testament to our ability to leverage our size and global presence for the benefit of both local and global clients, to achieve a balance between the needs of both. In particular, the UK’s public sector has huge potential to
transform digitally, in terms of making the use of .GOV services much easier and more accessible. With this in mind, combined with the work we’ve done in other industries that are slightly behind the digitalisation curve, we can develop more creative and innovative offerings that enhance the quality of life for people. Additionally, commerce continues to be a big avenue for our
company over the next 12 months. The commerce landscape is in a phase of change. From pure-play ecommerce retailers to traditional bricks and mortar businesses, each one has its own needs. A common thread, however, is their need to transform technology and improve customer experiences. Driving new or improved revenue streams is vital as consumer behaviour evolves. More specifically, we are looking at commerce growth through
MACH (which stands for Microservices, API-first, Cloud-native and Headless) architectures, sometimes known as composable commerce. This approach decouples consumer facing experiences and back-end technologies, enabling a more connected, omnichannel approach. It also removes the reliance on monolithic technology solution that is good at some things and not so good at others. Instead, you integrate best-of-breed solutions to create an architecture that’s configured for unique business needs, but (arguably) most importantly, longevity. One thing is for sure, it’s going to be an exciting journey.
July/August 2023 | 19
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