Operational Process is the focus here in Part III of this blog post series—navigating the digital transformation roadmap. Click here read Part I or click here to read Part II.
Now that we’ve explored the customer experience landmark on our digital transformation journey, operational process is next. According to the MIT Sloan School of Management, it is another essential mile marker on the roadmap.
Digital Transformation and Operational Process
To step up an organization’s digital acumen and make internal efficiencies a reality, automation is essential. That is, operations must be monitored in real time so the entire enterprise can adapt to change quickly—made possible through process digitization. Also, knowledge sharing must be enabled by centralizing data, as well as promoting teamwork through internal social networks, video conferencing and work anywhere, anytime competencies—resulting in more overall integration and collaboration. And it is also critical to identify and target more qualified sales prospects and engage them with personalized messaging and optimized pricing—hallmarks of improved analytics capabilities1.
Consider this real-world example. Some organizations in the aerospace vertical have suffered when it comes to transforming their operations—hampered by outdated software processes, a lack of software engineering talent and a lack of collaboration among the experienced talent that existed. The result? An inability to solve business problems through process digitization.
To address that, one firm developed an internal learning lab—an in-house collaborative educational environment, which in turn would promote XP best practices. That was then further supported by external training resources in Cloud Native Development, upskilling that would make the internal lab more viable. Now, through enhanced collaboration and skills development, the team can change and optimize existing workflow, and cycle times have been cut from 3+ years to about 6 months.
In another case of operational process, within a completely different industry—retail—a very similar issue. In one case, a company was failing at its Agile software engineering transformation. There was an absence of a common language between software engineers; there was an absence of collaboration. Engineers were taking disparate approaches to solve related problems.
However, a formalized training program in Agile Software Development with customized, situation-specific curriculum aligned the team around standardized processes. The initiative ultimately enabled the skills, communication and collaboration necessary for producing scalable, maintainable software, consistently.
Click here to continue reading part four of our digital bandwagon series!
Closing the Gap
Digital transformation can sometimes present roadblocks and even road hazards. In most cases, that is the experience. However, a good map helps us make our way as we navigate through operational process and customer experience and ultimately how those affect the business model (our next blog post in this series).
Is there a digital divide in your journey—a gap between the technical skill sets available versus those required for digital transformation? By upskilling and reskilling workers, an organization can cross that divide and get to where it needs to go. Fill out our form below to stay in the loop!
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