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Digital Transformation Map Example

The document outlines a digital transformation map with the following key points: 1. The objective is to design a digital transformation map to improve customer experience and optimize operations through technology and process digitalization. 2. Strategic goals over the next 6-12 months include improving customer satisfaction and implementing data-driven sales strategies. Long term 10+ year goals are to become a fully data-driven company using technologies like AI and converting all processes to digital. 3. Challenges include resistance to change, limited data analytics capabilities, and obsolete systems. The transformation will require training and changing company culture to be more agile, innovative, and focused on customers.

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Cesar Flores
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253 views

Digital Transformation Map Example

The document outlines a digital transformation map with the following key points: 1. The objective is to design a digital transformation map to improve customer experience and optimize operations through technology and process digitalization. 2. Strategic goals over the next 6-12 months include improving customer satisfaction and implementing data-driven sales strategies. Long term 10+ year goals are to become a fully data-driven company using technologies like AI and converting all processes to digital. 3. Challenges include resistance to change, limited data analytics capabilities, and obsolete systems. The transformation will require training and changing company culture to be more agile, innovative, and focused on customers.

Uploaded by

Cesar Flores
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Digital transformation map

Objective: Design a map for the digital transformation

1. Digital Strategy Definition


Improvement in the customer experience and optimization in the operation and processes

2. Strategic goal.

Transforming traditional businesses towards new models through the technological digitalization of
processes.
Quantifiable goals and objectives 6-12 months (Zoom-IN)
 Improve CSAT to 85.5% via process digitalization
 Implement Data Driven strategy for sales. 2 projects implemented with machine learning
Quantifiable goals and objectives 10+ years (Zoom-OUT)
 Convert company into a full data driven business decision company including business
intelligence tools for data analytics like machine learning, big data, and neural networks
 Use of collaborative AI tools
 Complete process digitalization
 Use of LoT for operation automation

These strategic goals have a transformational vision, supported by the sustained commitment of the
executives and senior management of the company. Digital training will be required for leaders.

Our Vision
Be the best option to our customers and employees, providing the best experience to our customers and
converting to a fully digital company end-to-end

3. Readiness

Individual Readiness
 Current readiness from people in the company area in early stages
 Skills and knowledge: People will require training to adopt new technology like automations, and
data analytics models. People are able to work with SAAS platforms like Teams, Office 365 and
others

Institutional readiness
Evaluated in a medium level, considering the following:
 No research projects implemented, but some development projects in process
 Value generation: No patents in place, but software property of the company (like GO2C or Order
tracking tool) are in construction
 New Initiatives to adopt new technologies are viable, but approvals cycle is too large
 Infrastructure in information technologies permeated into the different areas of the organization in
an integrated way.

4. Digital strategy Design


To launch the digital strategy, next factors will be required to accelerate the transformation

The operating model

Setting up a digital unit independently of the organization with cross-functional people that pool specific
types of expertise and promote new ways of working essential for digital success, such as agile project
development, test-and-learn methods that speed progress while keeping the focus on customers.

A digital unit can also help attract and retain those specialists, while offering them freedom from
incumbents’ organizational constraints and the support of like-minded colleagues. They need to be
empowered to make a swift impact, which often means giving them authority to make their own decisions.

Goals:
 Lead digital projects end to end, preparing and getting data to create business case and get
project approvals.
 Team focused on specific projects
 Promoting and inspiring the creation of lean processes.
 Promoting a culture of innovation and continuous learning
 Experimenting and starting with key projects and prototyping.

The people: The talent and culture


To ensure early efforts thrive and build momentum, should consider carefully which projects to start with
and support them with the necessary resources. Prerequisites include a high-caliber launch team often
led by a chief digital officer (CDO), consideration of organizational structure, and the nurturing of a digital
culture.

Skills as well as systems will need to be boosted. The quest for talent might establish partnerships with
software providers.

A huge internal training job will be needed too. Business leaders will need to understand IT’s strategic
value, for example top business managers must take a three-day training module to help them
understand and capture IT’s strategic value (see “Modernizing IT for a strategic role”).

It will be important to help all employees rethink the way they work, as the end result of a digital
transformation is the establishment of a company-wide agile operating model.
Focus on the employee and the collaborator, in order to make him understand what is really happening in
the digital transformation, and how it influences his/her daily life. This is where benefits and
challenges are revealed, as well as the change implications that the transformation will bring. The
involvement of all employees is fundamental since the early stages of any change.

The data and analytics that inform critical decision-making


Convert company to a Data Driven decisions base starting with:
 Datamart creation to provide the sources for data analytics
 Data lake creation to non-structural data, third party sources, social networks, competitor’s data
and performance from our tools, systems and process
 Implement business intelligence projects for sales
 Business intelligence projects for supply chain, collections, pricing and marketing

The systems and technology employed to get things done


A tool that provides the project management end- to end will be required to accelerate administrative task
and implementations.
Also tracking returns is essential to ensure all available value is captured.

Project selection

Sequencing with a view to quick returns is key to building scale fast.

Initiatives that are strategically important, pay back quickly, and reduce complexity are the ones to
prioritize. This almost always means looking for ways to cut costs, also need to be flexible.

Start with lighthouse projects

To win early support, we should start with projects that offer potential for significant rewards with
manageable risk. Such projects include customer services activities and the redesign of the claims
process, from the moment a customer needs to file a claim to the moment of reimbursement. Customers
will be delighted, cost savings can be as high as 40 percent, and effectiveness, measured in return on
investment, can rise by as much as five percentage points.

Main projects in Customer experience


Customer experiences need to be focus in 3 key projects
Focus on Digital channel
 Continuous improvement of the new Ecommerce platform to improve customer experience
(searching, product information and price management)
 Provide better delivery dates, on time delivery dates
 Enhancement in product descriptions and Technical information
 Manage discontinue product

Main projects in Digitalizing process


Automation and other connected processes increase efficiency and lower operational costs.
 Order Management automation and digitalization
 Supply chain enhancements
 P2P project implementation
 Digitalization of claim process (cancellations, reimbursement, returns and re-billing)
 Customer communication using CRM and notifications
 Carriers and shipping improvements

5. Challenges
 Resistance to change
 little capacity to capitalize a large amount of data generated in the company (big data- analytics)
 obsolete or closed current systems.

6. Scaling up
At the 18-month point should be making good progress. We should have a handful of initiatives up and
running and be starting to capture value. The thoughtful sequencing of subsequent initiatives is key to
this. In addition, close attention will need to be paid to building more capabilities. And to reap the full
rewards of a transformation, eventually an entirely new operating model will be required.

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