5/9/2023 0 Comments That aha momentBeing able to communicate strategy in a common model enables other stakeholders to “buy-in” to ideas and essentially become part of the guiding coalition of change agents necessary to progress. That capability to tell the story that captures digital ambition in a coherent and visual way allows executives and teams charged with change to move past the barrier of “lack of clarity” and into solving some of the downstream barriers to progress. Taken together these initiatives begin to the tell story of an organization’s digital ambition. The Digital Journey Map models out the behaviour and the relationships that need to be established across an organisation to realize the full benefits inherent in digital initiatives. We call it the Digital Journey Map and it encompasses our belief that going forward organizations will be increasingly edge-centric, data-driven, and cloud-enabled. Together with my team, we developed a model that helps establish a common language for our customers and other users to help them frame up their own digital transformation strategies. I lead a Digital Transformation Advisory Practice. Understanding, as we have established, is the key to making real change happen. And one of the most powerful ways we have learned to abstract complexity is through the models – more specifically conceptual models.Īs Peter Chan, a distinguished career scientist and known for the development of the entity-relationship model puts it, “The purpose of a conceptual model is to provide a vocabulary of terms and concepts that can be used to describe problems and/or solutions of design.” So, a model can help provide the language of digital transformation, and this is an analogy I particularly like because establishing a common language is the key to understanding. Clarity, or the ability to abstract complex ideas into simple communicable message, is at the heart of how an idea really does become an unstoppable force. Seventy percent of organizations stall in the execution of their digital strategy according to McKinsey, and one reason cited is the lack of clarity about the organisation’s digital transformation strategy. Digital transformation has never been so top of mind to organizations around the world as they seek to re-invent their business model and be disruptive first movers – and yet it is one of the most complex ideas to communicate, and the communication itself one of the key causes of failing in the ambition. This requires multiple digital initiatives to be orchestrated, with a broad assembly of stakeholders, each with their own agendas and metrics to come together and drive real change. I am talking about the kind of work that fundamentally challenges an organization’s value proposition by enabling new business models to emerge through the application of technology. I do not mean a discreet digital initiative that, in of itself, may have a tightly controlled scope with a minimum viable product clearly at the end. What is the best tool to help with this kind of problem?ĭigital transformation falls into exactly this difficult space. How easy is it to communicate and visualize that kind of idea? Not a “thing” … but a complex, interconnected web of activities that all need to deliver in an orchestrated sequence. Product management then steps in with an agile approach to sprint and iterate to MVP (Minimal Viable Product) glory.īut how easy is it for those that are seeking to plan and execute major transformational change to achieve this in reality? Ideas that may fundamentally redefine how employees work and how customers engage with the organization. They can more easily describe the anticipated features and functions, and test the propensity to buy with focus groups, trials, and other methods. If the idea is a new product or new service offering the product owner can get to a “marketecture” rapidly – with enough content to test whether the idea has potential. That moment is the point at which the idea is so clearly communicated, and the value of it so easily visualized for people that everyone “gets it.” For some, the path to this moment of enlightenment can be a relatively straight line.Ĭontextualize this into the enterprise. How does a mere idea change to an unstoppable force? There is a “moment” of realization.
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