How to Simplify the Digital Strategy Disaster
Your digital strategy is out of hand and you know it. Your metrics aren’t measuring the KPIs that are truly important to the growth of your organisation, no one knows why specific technologies are being leveraged and the outputs of your digital initiatives don’t make sense. Does this sound like your organisation?
If so, don’t stress. Like many organisational ailments, your digital strategy can be remedied with the correct actions. First, you can not avoid analysation and that is where you must start if you’re truly passionate about making the changes your organisation needs to move forward. The whys and whats behind current and past decision making processes must be realised and the sooner the better.
After the whys and whats have been discovered, the decision making processes must be analysed and a comparison of the whys and whats to the culture of the company must be made. If there is not solid reasoning with measurable productive outputs then those whys and whats must be disregarded and replaced with new reasoning that benefits the organisation while remaining aligned with the culture.
Avoiding Failure Points Going Forward
Avoiding failure points in your digital strategy doesn’t have to be a strenuous task. As decision making processes are improved, avoiding failure points becomes much easier. The organisation and those in leadership of it only need to ensure that the correct decision making processes are being followed in order to select technology that is truly beneficial and necessary for digital initiatives within the company.
Another common mistake is having one single point of failure. Within digital systems, there should always be more than one failure point. This is because otherwise there is no momentum and an entire digital channel can collapse due to one specific activity. Simply by having more than one failure point, you no longer have a failure point but instead a system of synergies working together to accomplish the end goals of your digital initiatives.
Outside of technology being the reasons for failure, there is also often a failure of people. This can be due to a lack of alignment with-in the organisation or this can be due to those in the organisation not possessing a sense of purpose.
Leveraging Technology for the Right Reasons Now and Always
Technology should be leveraged for a variety of reasons and also not leveraged for a variety of other types of reasons. Some of the reasons technology should be leveraged include staying competitive in your market, gaining a competitive advantage in your market and increasing the efficiency and productivity of existing processes via the application of the new technology.
Some of the reasons technology should not be leveraged include lack of specific use cases and lack of measurable technology outputs.
Use cases enable C-level executives to clearly describe the uses of multiple technologies to fulfill clear cross-functional business needs. (Angela Yacca, Mark Yates, 2019)
For example, in a hypothetical scenario where we are considering using GitLab which is a version control system for software within an organisation then a specific use case might include needing additional control over versioning for the customer software that is used within the organisation in order to improve the trust in the organisation to customer relationship which will ultimately also improve the recognised revenue.
It is important for an organisation to not only consider the high level impacts of their technology decisions but also these specific use cases in order to assure applicability of emerging technology not only within the industry but within the organisation itself. For example, A 2016 survey of 1,400 execs shows many were unsure how to apply new tech. (Edwin Lopez, 2018)
For another example, there is IDC’s Global DX Leaders Survey, which surveyed over 1,000 business executives around the globe. According to the IDC survey, many of the digitally distressed haven’t adequately shifted the way they measure success. Instead, they often rely solely on traditional business success metrics, to the exclusion of new digital transformation-related metrics that can deliver more insight to company leadership. (Telus International, 2019)
Some examples of these measurements include sales pipelines, recognised revenue and process improvements.
Here at flektion, we will show you how to improve your strategy and get better results. To learn more, drop us a line and we’ll happily give you a free consultation.