Thinking of starting a digital transformation journey in your business? Here’s some tips that we have for you
Digital transformation often conjures images of management consultants, 18-month-long projects, hugely ambitious scopes of work, multi-million pound budgets, and sterile blue-tinted stock photography. It doesn’t have to be like that.
Whatever the size of your business, the industry you’re in, or the scope of your budget, it’s safe to say that there is something in your processes that can be improved with a digital transformation project.
If you don’t know how things currently work in your business, you won’t be able to identify what area needs help. It’ll also make it a lot harder to assess success, and it’ll be a nightmare for anyone external that’s involved in the digital transformation project.
Map out the entirety of the process in a flow chart, with steps, outcomes, RACIs, methods - absolutely everything. Put it this way: if the team responsible for this process were in a winning lotto syndicate, then you should have enough detail to be able to keep the show on the road.
If you were granted funding tomorrow to digitally transform one facet of your business, how would you choose? We’re all guilty of letting our biases cloud our judgement, so it’s crucial that you take time to analyse what really matters most.
Ask yourself what area is most at risk if not addressed, what talent exists in each area that could support a change project, what change would have the greatest ROI, short- and long-term. A good rule of thumb is to plug any gaps that are causing pain or losing you money, and then look at areas that you can improve.
Taking an agile approach to building a digital product is no longer an option, it’s an imperative. It’s not unusual for us to turn down plenty of full scale projects, encouraging clients instead to start with a minimum viable product (MVP), test it out, and then follow a cycle of designing, building, testing, releasing, reviewing, and optimising.
There are loads of benefits to working this way, including: letting you test viability before committing too much budget, the option to change course without severe consequences, the opportunity to capture (and act upon) end-user feedback throughout, and helping you get senior stakeholder buy-in.
This is so important. You’re going to be spending a lot of time with your digital transformation partners - be they software vendors, business consultants, or app development teams like Bad Dinosaur.
Think about the nature of the relationship you want to build with your partners and factor that into your search criteria - it’s just as important as other factors like price and tech stack.
We’ve seen brilliant projects flop because of breakdowns in communication with end-users. Do everything you can to make the change as manageable and painless for colleagues, but nonetheless be prepared for push-back. Accept that change is difficult for anyone to navigate, regardless of how insistent they are about being embracers of change.
Communication is key at every stage of the process, so make sure that you have a workstream allocated to managing regular updates for anyone who will be impacted by the project. Better still, get them involved in the process by asking for input and feedback throughout the journey.
Don’t stop once you’ve implemented your digital transformation project. Dedicate some time for a post-implementation review to find out what worked, and what didn’t. Use that feedback to shape your digital transformation roadmap, and start getting excited about the next project!
If you're interested in digitally transforming your business get in touch with the team at The IT Psychiatrist about how to start
This article was written by Edinburgh based consultancy Bad Dinosaur and is shared here with permission.
After doing the vital background work that we covered in our last two blogs, you’re finally ready to move on to the next phase – solution mo…
In our last blog we looked at how you can clearly identify problems, so you have a strong grip on the complexity of the problem and its boun…
A costly and common mistake: underestimating the power of problem statements.
"One of Ant's strengths is relating to owners in a visionary sense and talking to people who are on the ground...[Ant has a] wide understanding of different systems, processes and applications and can articulate where we're going and what the possibilities are...working with Ant has changed the way we make decisions about IT structures and support systems."
We hired Ant to support us with an important project after he was highly recommended by colleagues. Ant was responsive, speedy, super-helpful and helped us to make key decisions. We appreciated his broad experience, and his ability to hold a high level strategic view alongside expert advice on details. We will definitely be consulting with Ant again and are happy to recommend him.
"We don’t need a full-time CTO [chief technology officer]. Ant knows enough about our business he can deliver it virtually. He can translate things for us. During project management, Ant came into his own... Ant gets his head round your business and [took his time] understanding our context. He was really clear about pausing on investment into the app...Ant's inquisitive, curious and approachable - he's very easy to work with."
"Ant was really quick to understand the business model and our processes and IT structures."
"Ant helped us at the early stages of Aerotruth helping us to plan our technical infrastructure and ensure we built a product that would scale. Ant was great to work with and we really valued his support and contribution to Aerotruth"