Positioning Clients to Drive Their Digital Transformation  

Our clients understand that digital transformation is a growth imperative, and this has become more apparent as a result of COVD-19. Amidst the many changes the pandemic has ushered in, we have seen an acceleration in organizations’ need for digital transformation

As innovation advisors, we define digital transformation as the organizational change process that describes the use of digital technologies and capabilities to enhance an organization’s vision, strategy, business model, processes, people, offerings, and capabilities. Increasingly our offerings in strategic innovation advising, providing insights, and bringing clients’ technologies to market are linked to digital transformation and the multifaceted challenges the transformation introduces.  This shift in the focus of our offerings leverages expertise in fields that include artificial intelligence, robotics, nanotechnology, digital twins, IoT, and more. 

 

image of a person holding a tablet to representdigital transformation

Our Guiding Principles For Digital Transformation  

Each client’s needs, goals, and transformation journey are unique. At the same time, as we assess  our clients’ readiness for digital transformation, we apply these universal guiding principles: 

Digital transformation impacts core mental models, operations, and processes, and does not occur overnight

The transformation is a journey, and we help our clients learn and adapt along the way.  

Executives who want to lead digital transformation must be aligned internally with stakeholders and externally with customers.

While the transformation may begin within the IT organization, the ripple effects impact culture, capabilities, data and systems,  organizational structures, business processes, business models, and more.  Executives must ensure that the vision, goals, and expected outcomes of digital transformation are aligned among internal stakeholders.  Similarly, transformation efforts affecting partner and customer experiences should be validated. 

Digital transformation expands the organization’s data and IT capabilities, however, the transformation will not happen without a change in people’s mindsets and capabilities.

People play a central role in digital transformation, greater than most companies expect or effectively plan for. 

Change management:  visioning, internal communication planning, capability building, process redesign, behavior modification, customer journey improvements, and more – is at the core of any digital transformation. We help our clients understand that while digital transformation may seem to be a technology initiativethe soft skills needed to implement it are vital. We created a Digital Alignment Survey that we use with leaders and teams to evaluate their digital transformation efforts within a structured and robust framework.  The survey enables a dialogue about the client’s challenges, change management approach, and opportunities for scaling their digital efforts.   

Assess Your Digital Transformation

In an organization’s digital transformation efforts, change management and alignment play an important role. Overlooking either aspect has been at the core of many failed digital transformation efforts.  To help clients identify issues related to either of these aspects we developed the Digital Alignment Survey.  Our Survey is based on a framework of six key, organizational aspects necessary for evaluating digital transformation efforts:  strategy, organizational structure, resources, culture and change management, technology & data and offerings and opportunities. 

Regardless of where your organization is on its digital transformation journey, I encourage you to take our Survey. Once you do, we’ll provide results that include a summary of your organization’s digital maturity and alignment. And if I can be of further assistance, please let me know. 

 

 

 

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General

About the author

Kang Chang is a member of our strategic services practice and leads innovation service offerings including technology landscaping, market adjacency search, user insights, technology partner search, and value proposition refresh. He brings more than six years of innovation management experience, most recently with the Innovatrium where he worked with Fortune 500 clients to develop their innovation processes and capabilities through the execution of innovation assessments; intrapreneurship, design thinking, rapid prototyping, and business model workshops, and megatrend reporting. Kang brings to our group experience at various research organizations where he worked on topics including water and sanitation, environmental and urban sustainability, biomimicry, and international development. He earned his B.S. in Natural Resources and Environmental Sciences from The University of Illinois at Urbana-Champaign and his M.S. in Environmental Sciences and Engineering from the University of North Carolina at Chapel Hill.

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