Assessing your technology current state – laying foundations for digital transformation

by Samit Chandra

by Vidit Kalra

Based on experience working across multiple transformation projects, Blackdot has identified the key steps leading enterprises take to achieve implementation adoption and success. Our best practice approach to technology transformation is based on a five-step recipe for success. This blog explores step one of five in this process - how to align executive priorities with customer & employee experience pain points to create a compelling reason to change technology.

Increasingly tech-savvy customers demand a consistent experience from enterprises, irrespective of the channel they connect in. Today’s organisations are often prevented from providing the quality and consistency of experience customers expect by the complexity of their technology and systems. Additionally, business leaders are often not equipped to make technology trade-offs, and scars from previous “silver bullet” implementations lead to a degree of scepticism, or even outright cynicism, about how new platforms will impact employee experience. Our previous thinking on Implementing & adopting technology to enable digital transformation offered solutions to designing the right future, but the challenge remains to effectively execute on this future state.

The first phase in our approach to technology adoption success is undertaking a current state diagnostic to properly identify the value in progressing the transformation, which will provide a business & technology health check, bringing to light customer and employee pain points.

Almost every organisation has digital transformation in their executive change agenda, but only one third will have executive sponsorship. In the early stages of digital transformation, it is important to create a compelling reason to change the technology to earn that executive sponsorship. Organisations need to demonstrate value by aligning executive priorities with customer and employee pain points, which can be delivered by a well-executed current state diagnostic.

When it comes to the two thirds of organisations who are not gaining executive sponsorship, what are they doing wrong? Most of these organisations start their journey with an individual business unit introducing a no-frills, digital only, standalone self-service channel to try and improve customer experience for that individual customer segment, leaving the primary face-to-face channel unchanged. They tend to replicate business processes across their core systems, increasing the support requirements and complexity, while doing nothing to improve the employee and customer experience in the core business. Our process has been designed to deliver a much more comprehensive solution.

Best practice tips

1. Establish a single senior business sponsor with executive team alignment

Elevate the digital agenda to stop the organisation delivering in silos and creating a varied experience across product lines, customer segments and channels. The CEO or one of their direct reports should sponsor the digital transformation change and put it on the executive agenda to be tracked and reported as a key organisation strategic initiative. Executive and senior leaders need to be advocates of technology and be in the trenches to gain employee feedback rather than relying on customer feedback.

2. Use the desired omni-channel journey as an anchor point

Anchor the change in an aspiration for a seamless omni-channel journey. Information and functionality available to customers in self-directed channels should be consistent with information and functionality available to employees in assisted channels. Improved employee experience drives improvement in customer experience. Customer information and experience should be retained across channels.

3. Aim for a holistic view of technology alignment to customer & employee pain points

Understand the customer and employee pain points from a holistic view of technology, rather than a specific business process challenge. Conduct a gap analysis between the current and future states to avoid a narrow focus that misses the root cause of any issues, aligning business capabilities and technology maturity to the desired customer and employee experience. Ensure that it is not about replacing technology, but about providing a holistic technology view, addressing pain points from an end-to-end process perspective.

What’s next? 

65% of enterprises have unclear benefits driving capability improvements - our next blog in this series dives into the second step to achieving successful integrating and adoption – defining future state organisational capabilities and driving value through aligning technology architecture to these core competences.

Download the 'Integrating & Adopting New Technology' whitepaper to find out more about leveraging technology to enable organisational implementation & adoption

Written by Samit Chandra and Jessica Flynn.