The Burgeoning Digital Transformation And The Challenges Involved

1. The Burgeoning Digital Transformation And The Challenges Involved • The golden age of digital business is revolving around the physical-digital-physical loop. To be in the race of Digital Transformation, many companies misinterpret between "Doing digital" and "Being digital". Companies are investing much in this transformation and are enjoying the increased market share and a rise in customer engagement. For organisations, it's no more an option to embark on the journey to digital transformation but is a prime requirement. • A survey by Riverbed Digital Performance 2018 says: "Out of 1000 business decision-makers, 98% agree that digital, including the delivery of digital services/apps, is critical for future business success; 95% face challenges when it comes to achieving a more successful digital strategy." • With Digital transformation shaping up the IT industry, achieving the set goals and providing a seamless customer experience is no more a pipe dream. But wait, let us first explain the term Digital Transformation.

2. A Harvard business review quotes Digital transformation as "Digital transformation is an ongoing process of changing the way you do business. It requires foundational investments in skills, projects, infrastructure, and often, in cleaning up IT systems. It requires mixing people, machines and business processes, with all of the messiness that entails." • Many organisations have started this ambitious journey in order to reshape their existing market and open the doors to the treasure trove.Enov8brings down to you the key challenges faced by the organisations which need to be overcome in order to have a successful transition.

3. Culture Challenge: • There are very few people who are stimulated by organisational change. For most of them, change is overwhelming. With the expansion in the digital landscape, there is a significant change in the structural, behavioural and process requirements of an organisation. • To embrace the change, companies should address the changes proactively, be it in terms of the new workflow, changes in job roles, test data management, and other responsibilities.

4. There may be employees who would be reluctant to welcome the changes, but organisations should confront these barriers. This process includes talking with the employees, informing them about the transition time, objectives and the commitment requirements. • A skill gap analysis should also be conducted so that new recruitments can be made or training can be imparted to meet future goals.

5. Digital Strategy and Vision: • According to Jabil survey, 23% of manufacturers admit having a corporate-wide strategy for the digital transformation journey. To be in the race of digitalisation and under immense market pressure, the organisation focuses more on IT Environment Management Tools, performance benefits etc. Instead, they should focus more on the performance improvements and the internal alignment of the company's work structure.

6. They need to have a clear goal defined and a roadmap to reach that goal, otherwise, success is unlikely to happen. The company undergoing digital disruption knows well the core existing competencies and strengths. These strengths should be included in the new strategy, which will help them to capture progress towards the business vision.

7. The new IT infrastructure and lack of digital expertise: • Changes in the current technology stack are inevitable during the digital transformation. The traditional technology stack may become a barrier in delivering polylithic applications. The company planning for this new journey should be ready to accept the new methodologies, dependencies and technology stacks.

8. Along with this, upskill employees should also be brought on the board. To overcome this challenge, the organisation should adopt a bimodal IT approach. Confused with the term? Let us explain it to you. • A Bimodal IT approach includes two modes, mode 1 and mode 2. Mode 1 which encourages new technology and prepares an environment for the new process adoption and Mode 2, which continues to work on the existing practices. This approach maintains a balance and mitigates the chances of any risk during the transition. • During this, the lack of tech expertise can not allow the organisation to succeed. Hence organisations should have a good combination of talent and technology to nail down the transformation efficiently.

9. Organisational Structure: • The existing organisational structure acknowledges only the departmental internal objectives, but the digital initiative involves changing of most of the components of the organisation. The current workflow, team visibility and the feedbacks need to be changed for enabling an efficient organisational structure.

10. The organisation needs to build a customer-focused company and should be flexible to include continuous improvements in the process. The digital landscape is continuously evolving, and it may happen that the workflows, technology stacks or the skill set may become outdated very quickly. • Hence the organisation should create a structure that is efficient enough to respond to the rapid market changes, creating new KPIs and changing the new workflow whenever required. The organisational structure should be able to acknowledge the loopholes and strategically increase productivity. • The digital transformation thus is not only digitising documents, but it involves myriads of challenges. Changing things on paper sounds easier than incorporating the changes into the IT test data management and the technology stacks. • We hope this article helps the organizations to overcome the performance issue and develop digital capabilities to effectively participate in the digital transformation journey.

11. Contact Us Company Name : Enov8 Contact Person : Niall Crawford Address : Level 5, 14 Martin Place, Sydney, 2000, New South Wales, Australia. Phone(s) : +61 2 8916 6391 Fax : +61 2 9437 4214 Website :- https://www.enov8.com

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