Capping IT Off

Capping IT Off

Opinions expressed on this blog reflect the writer’s views and not the position of the Capgemini Group

Reshape to transform!

Today, transformation for me is to increase the information-based business value – some call it digital transformation, for some it’s about Big Data, and for other it’s about social, etc. Unfortunately, these concepts are sometimes too generic and will make no difference in a competitive world. To prevent low degree of effect realization, I strongly recommend clients to craft their strategy and implementation. Capgemini has supported clients successfully several times; I am actually driving one client through the initiative right now. In spite of the availability of know-how and experienced consultants in the area of transformation, clients often have a number of failed ventures before they start looking for help. Let me explain a way in which Capgemini can help you transform your business successfully and with appreciation.
To transform a business, we have to work with the whole system including Business and Technology. This means, we work with “both/and,” as “either/or” is no longer applicable. You are no better than the sum of the whole!
To transform an organization, we begin to mobilize key stakeholders from both Business and Technology, and integrate business strategies with technology strategies. However, we probably also have to manage urgent things immediately. Due to this, we need to run a risk assessment and prioritize activities that are non-complex and can be delivered within 18 month. This will create time and space to follow through the long-term initiatives. However, we need to avoid activities that will force you into some specific path. Also, there might be a rush to get started with a few obvious long-term initiatives; we need to initiate them too.
Mobilization involves about 20 key stakeholders representing the entire concerned system of Business and Technology. It seeks to create long-term endurance and determination among stakeholders as it is decisive to inspire the key stakeholders about new possibilities during the mobilization; e.g., technology innovations. The ultimate outcome of mobilization is a strategic plan that describes the long-term transformation. The execution is supported by an aggressive program governance to achieve efficient progress, transparency, and unambiguous decision and reporting. It is evaluated by strategic follow-up meetings on a quarterly basis.
This is a long-term journey. What is regarded as long term will depend on the organization, and the industry/market in which it operates. The first period will probably be a year of small success and a big reshape to really execute the transformation! 

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Anders Nystrom
Anders Nystrom

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