In the article of definition of the concept of digital transformation, certain dimensions already appeared, such as the people dimension beyond technological or disruptive issues. In reality, the transformation plan is a set of initiatives in the same way as any departmental plan, be it technology, commercial or communication, for example.
The difference in the case of a transformation plan is that at least three factors must be taken into account that must occur in each initiative and as an aggregation of the global plan:
- Are aligned with strategy defined globally and with the partial strategies of each department. In addition, people must know and be aligned with the global strategy voluntarily, not imposed, so that they make it their own in each of the actions they carry out.
- Each initiative, in addition to having a significant impact on one dimension, will have impacts in other dimensions. If they are not taken into account, there will be a tendency to make departmental plans that do not produce the effect of global transformation of the organization. For example, a piecemeal approach, traditional systems, human resources, or operational efficiency plans
- The set of all of them affect the entire organization. That an initiative has a transversal impact is proof that it is transformational.
Each of the initiatives that are part of a transformation plan have an impact on different key dimensions of the organization.
Some of the projects that fit into each of these dimensions are listed below, without limiting a larger number of initiatives of the company, the sector, etc.
1.- Strategy
- Trademarks
- Vision /Mission /Values
- Transformation Roadmap
- Government
- ...
2 people
- Strategic Workforce Planning (SWP)
- roles
- Reskilling and new skills
- Efficient change management
- talent and replan
- digital school
- Agile methodology
- ...
3.- Product / Service
- Value offer
- Product or service model
- Potential to innovate
- Channel value chain
- ...
4.- Processes
- Regulation
- Processes
- Agility
- Efficiency
- Multi-channel processes
- ...
5.- Culture
- employee in the center
- Society and environment
- open communication
- Online presence
- Diversity, equality
- Corporate Social Responsibility (CSR)
- Vulnerability
- Sustainability
- ...
6.- Organization
- Basic Organization 0
- New organizational models
- Definition of the job (workplace)
- Ressources
- Effectiveness and efficiency
- ...
7.- Tracking
- Communication and collaboration criteria
- KPIs
- Continuity
- Objectives and results
- ...
8.- Technology
- Standard Software Tools
- Own internal management tools (ERPs, CRMs, logistics, warehouse management, etc.)
- devops
- APIs
- Big Data
- Cloud
- Blockchain
- Smart City
- Industry 4.0
- Collaborative tools
- hyperautomation
- ...
9.- Innovation
- Collaboration with third parties
- Idea Lab
- New business models
- Collective intelligence
- ...
The fact of taking into account the impacts in various dimensions of the same initiative becomes more relevant when taking into account the uncalculated impacts that exceed the main department responsible for the initiative.
- Date of actual implementation of the project
- Additional costs: training, change management, monitoring, etc.
- Definition of key monitoring metrics
- Sizing of support teams for the initiative if required
- Initiative decommissioning process
- Communication plan
- Quality processes and constant improvement
