Transformation is integral to any organization’s business strategy, thanks to the ever changing digital business landscape. While organizations across board realize the need for transformation, what sets the leaders apart is their unwavering focus on the five building blocks that form the core of a robust transformation strategy (Figure 1).
1. Transformation enablement forum
The organization should ensure that a transformation enablement forum is setup. It should ideally be headed by the organization transformation lead and would comprise of business unit heads, business process owners and IT system custodians. The core duties of this forum should be:
2. Identify top priorities for transformation
The business and IT units of an organization must chart out the top pain-areas they want to be addressed. Different transformation levers have different benefits and outcomes. Hence, the business unit must involve their process SMEs (subject matter experts) to document the top issues in each process.
The process SMEs should conduct Pareto analysis in each process to understand the top-issue drivers:
Processes that are highly fragmented or non-standardized: Business Process Management (BPM) solutions like BASETM or Camunda are required for standardizing process workflows, digitizing the data-points, recording approvals and exceptions, and generating meaningful metrics. Implementation of a BPM solution would enable an organization to bring-in process efficiencies e.g.
i. Creating a single source of truth for all processes
ii. Framework for continuous improvement
iii. Foundation for further transformation levers like automation
iv. Promotes consistency and eliminates nonstandardization across business-units &/or locations v. All changes in processes are recorded ensuring accountability
High-volume processes : If the processes have high volumes leading to impacts in SLA achievements or accuracy issues, then automation is the way to go. Automation can have following variants depending on process and input-data types:
Figure 1: The key building blocks in an organization’s transformation strategy
Enhancement of customer experience: In case, the objective is to delight the customer, it is recommended to implement an immersive experience solution like NGCE (Next-Gen Customer Experience) to inculcate benefits like:
i. Unified user interface: to provide data from different screens & applications in one single screen to user
ii. Next best action : Personalized next best action and alerts to improve customer’s satisfaction and provide resolution steps
iii. Customer 360° data hub : Single view of customers engagements and preferences across multiple touch points
iv. Omni-channel view: Single view of customer interactions across all channels such as voice, email, chat & social media & previous action history
v. Issue anticipation: Forecast the reason behind an interaction even before it reaches an agent
3. Allocation of budget
Once the top focus areas for automation and transformation are identified, the next crucial step is to arrange funds for it. In its state of the digital transformation survey conducted by masergy through webtorials, budget-commitment has been identified as the number 1 challenge for a successful digital transformation. Key points to be followed:
4. Transition strategy
One of the most critical actions for an organization is to communicate the change to their customers and staff in a transparent way. For this, the organization should setup a change-management strategy comprising of two main parts:
i. Communicate organization’s strategy and highlight why change is important for growth and to keep in pace with changing business landscape
ii. Identify the upskilling areas needed
iii. Enable training programs and roll-out to target employees
iv. Motivate employees and track status of learning
5. Conduct pilots and not Proof of Concept (POC)
Whenever your organization is trying to test the applicability of a new tool or a solution, ensure it is done through a pilot and not through a POC. This is because the challenges and dynamics of a production environment cannot be replicated in a development environment. A pilot may not be a full-blown all-feature-encompassing production-ready module, however if you want to observe how a technology behaves in your environment, then have it deployed in production. The more critical the process, the more important it is to conduct its pilot in a transformed state. Usually, POC is conducted to show serviceprovider’s ability to deliver the outcome or to test a product’s suitability for a customer’s application landscape. However, POC deprives both service-provider and customer of crucial learnings about impacts on people and technology that constitute the process.
Today, almost every organization understands that to sustain and grow in an ever-changing ecosystem it must continuously disrupt its processes and adapt to the radical technological changes. Transformation for the sake-of-transformation without detailed thought-through approach would adversely affect the health of the organization itself. Hence, it is very critical for an organization to seek-out & document responses to following key questions while strategizing the transformation journey:
As the organization matures in its transformation journey, the responses to these questions should be continuously re-visited and refined with the learnings from failures and successes gained through the experience.
Deputy Manager, Digital Operations and Platforms, Enterprise Operations Transformation, Wipro Limited.
Varun is a seasoned digital and automation leader specializing in RPA, machine/deep learning, AI and smart operations pre-sales, solutioning and consulting. He brings to the table both technical acumen and business transformation consulting expertise based on over 12 years of experience in operations, IT and Enterprise Operations Transformations (EOT) for clients in US, Europe and India.