Increasingly fast changes (market, competition, use, etc.). New emerging threats. Technologies offering ambitious opportunities … Before implementing a digital transformation project, a fresh phase of strategic view is required to (re)define a strategy according to the business objectives. And faced with these new challenges, decision-makers need to adopt a paradigm shift.
An agile strategy
In practical terms, within the scope of digital transformation, the company’s global strategy relies more than ever on digital transformation projects enabling operations to put technological opportunities at the service of business needs.
In a context of major changes and continuous innovations, companies must adapt their strategy in real time: this involves both defining a direction and staying on track in the medium term whilst repeatedly adapting the intermediate stages to achieve this. This approach will evolve according to your transformed success.
Speed is key to success
In practical terms, the digital strategy aims to be able to quickly execute strategic manoeuvres. A swiftness made possible thanks to flatter organisations, more agile management of transformations and an IT platform which enables the services delivered to customers to evolve very quickly. In order to move fast, this means adopting innovative position, accepting uncertainty and promoting short cycles.
The execution speed is what matters the most ! For this, the best technologies must be chosen, tested and integrated into the business processes at the right pace, and with enough agility to apply some self-analysis… and start again.
All aspects of the company affected
On the ground, still, this new strategy approach makes it possible to determine the operational transformations required, by relying heavily on the opportunities offered by digital technology.
Do not forget that all sectors of the economy are affected by these evolutions : telecoms, insurance, banking, distribution, transport and also the public sector. Furthermore, each activities of the company is impacted ! For example, supply logistics is impacted by implementing extended enterprise; manufacturing is impacted by computer-aided design, IoT and 3D printers; the logistics of marketing incorporates the phygital behaviour (Web2Store & Store2Web)… without forgetting marketing and sales with multi-channel distribution and digital marketing. Support activities are also concerned: the company’s infrastructure (operational intelligence, fraud detection, data quality), human resource management (enterprise social network, digital COOC), R&D (creation of digilabs, hackathons), and finally procurement with the creation of dedicated portals…
Decision-makers who self-analyse
In short, each organisation in the company is therefore responsible for assessing the impact of digital technology on and then establishing the transformation level required.
Then, the aim of decision-makers will be to position the “digital cursor” in the right place between existing processes and the transformation to be performed. Tools exist to help identify digital projects which will serve this new strategy.
To do this, decision-makers must change their mindset !
They must no longer only integrate themselves vertically, consider the strategy as an all-embracing activity and as a prerequisite, an intrinsic datum that is binding on the parties concerned (IS, business units, etc.). But they should adopt a new stance, particularly by replacing the human topic at the centre of the transformation in favour of a strategy which is itself agile and iterative, learning from past projects and experiences.
In reality, I could say that there is no more a digital strategy than there is a non-digital strategy; what actually matters is that a company’s strategy relies on digital transformation projects enabling operations to put technological opportunities at the service of business needs.
The digital transformation is, above all, a transformation involving a digital ecosystem: it is therefore about men, women and shared experiences. What really changes are technologies that undergo a tremendous acceleration making “anything possible” to anyone who knows how to innovate ambitiously…
Emmanuel Gambart de Lignières
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