Most people realize the transformation power of digitization. Demographics, individualisation, competition, regulation and technology are all drivers and shape self-organizing business digital ecosystems. An ecological approach accounts for variation and interdependency, and recognizes that information management systems offer a strategic issue and are critical to a successful and appreciated ecosystem.
Many companies and organizations are caught between the struggle to keep up with the pace of digital transformation and the risk in case the implementation does not go into an effective execution and effect realization. The dilemma is that create early and sustainable value is desirable but the lead time in technological transformations often slows this down. Our obvious experience says that skill in weaving together IT Governance, Programme Management and Change Management on organisational and project levels will lead to the intended effects are realized. This is our approach to help customers to succeed and become an appreciated part of a digital ecosystem. To meet the outcome within a reasonable amount of time, we must have a transformation strategy including a number of accelerators.
Based on our experience we build the transformation strategy on five main components plus a number of accelerators. Firstly we need a customized management structure for change based on a strategic management team including 20 key stakeholders, a steering committee, the governance and coordination of project and line internal activities. Secondly we need to set clear focus areas that show where the management concentrates its attention, resources, and is interwoven with the overall outcome. Each focus area has a clear connection to the overall effect goals. It is important to have a communication strategy that coordinates external and internal communication, it will also contain central and several local communication plans. Involving the relevant stakeholders is often convenient to do through the yearly process of business planning and budgeting. By a central directive for the yearly business planning and budgeting is the comprehensive strategic plan transformed into local plans and budgets with relevant activities and resources for execution. Programme Management with coordination of central projects and local initiatives, management of dependencies, escalation mechanisms and resource distribution. Programme planning takes care of initiation and coordination of the central project portfolio. The right competence and resource strategy ensures that bottlenecks are eliminated and on a long-term basis ensures access to the right resources. Lack of resources is very often a critical bottleneck and it is necessary to eliminate this to create the true execution capabilities. Finally, accelerators are necessary to speed up what can be accelerated. By utilizing the right accelerators we will reach effect goals faster and at lower cost, and minimize the period of risk and uncertainty, e g outsourcing, off-shoring, process automation, and dynamic case management.
Strategic movement or transformation is about fundamentally doing things differently and not just improving what we already do. We have been there, done that and are willing to help you to success and appreciated an effective transformation.