What Is The Digital Transformation Triangle? Find out more

Digital transformation is a journey and definitely not a destination. This why it is a process which will take a number of years for customers, partners as well as vendors to travel together in any meaningful way.

The end-customers, systems integrators (SIs) as well as vendors form three points of a triangle. Vendors’ partners play a key role in such a journey as they are the ones who suggest, provide and implement the required solutions for the end-customers.

Of course, vendors still do need to work closely with partners in order to help them transform themselves so they are better able to deliver digital solutions to customers. In addition, they must understand what the customer may require for such a journey regarding how their solutions could impact on the customer.

In this way, they are able to ensure that the relevant solutions are available as well as that their partners have secured the knowledge transfer needed to enable them to integrate and optimise the solution for their customers.

The Aspects Of The Digital Transformation Triangle

Adopting a North Star

Operational strategies – such as doubling profits, new product/service launch and adding workforce – are not-so North Star. Business vision for example committing to continuous innovation, delivering affordable solutions for consumers as well as tapping sustainable profit-making opportunities are a few examples of how your North Star should be defined.

Senior level management is the driver and architect of this top-level conversation of defining – in addition to adopting North Star. While embracing a North Star, top management needs to compare their existing offerings together with the industry players. Equipped with rich industry experience as well as the correct consultation, top management can make the decision on the correct North Star.

Fostering the Right Culture

Aligning Cultural practices with the North Star is by far the most important task. Organisations are made up of their workforce and the collection of unsaid cultural policies directing how businesses communicate with their employees, ideas are produced and received as well as how organisations promote the implementation and failure of ideas in order to innovate new things.

Transparent policies, feedback processes, leaders’ interaction, freedom to fail and innovate, as well as ways to deliver excellent customer experience builds the correct culture. Imagine an organisation which talks about innovating continuously however they don’t have tolerance towards repetitive failures and making gradual improvements.

While there’s lot said about how a great, productive as well as people-oriented culture looks like, organisations fail at implementing it. There’s a straightforward way to do it. Leaders need to discuss the strategy, provide logical as well as emotional arguments to get agreement from employees. They need to empower people to ask questions by offering platform for free communication as well as continuous learning.

These communication and learning programmes will build interest and excitement that leads to transparent and open communication culture. Any organisation with positive, non-hierarchical, productive, engaging in addition to exciting culture is way ahead in their digital transformation journey as opposed to the ones getting the technology right.

Investing in right Technological Capabilities

After adopting the North Star, and also preparing employees for key cultural change, top management needs to invest in the right technological capabilities (processes and tools). Frequently, leaders have Flight Magazine Syndrome where they read about the latest technologies and how it is significant for their organisations without knowing the exact details about implementation, integration challenges and budgetary constraints.

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