The current drive from organisations to move to digital services has been prominent in the UK for several years and by now you would think we should be getting better at it, but lets be honest, are we?
Firstly, creating great new digital services and enforcing customer interaction and better user journeys is something we should all be doing and the reasons are great, lets get that clear!
However, “just moving it online” doesn’t work, it never has and never will! If things aren’t simply, straightforward and easy prior to making them digital, guess what, they wont be simply, straightforward and easy if you just flick the digital switch! Also, ensuring that the solution has the backing of the organisation is critical, with the need for clear understanding of who uses and who stake-holds that service can make or break it. This is when we start to evolve the digital business, but first…….
Your Digital Customer
Organisations original paper interaction customer-base was treated very differently from the technologically savvy customer who complains on twitter, reviews on glassdoor and uses contact-less payment. This new digital customer needs a new way to interact with the business and being passed from internal division to internal division while someone looks how to respond doesn’t cut it. This is why the digital customer needs a digital board to interact with and a board that understands the importance and effect this digital transformation will have on there organisation.
Transform my business
As an organisation, how do you manage and handle this transformation?
There are several components to ensure that your business is ready for the digital by desire age and that your customers have the choice on how they wish to interact, importantly, while maintaining business value not just adding channels.
Be ready for change
Focus on ensuring that your business can react to disruptive technologies and customer channel shift. Agile businesses rely on the fact that tomorrow could be different from today but ensure that you can stabilise & release today’s work, tomorrow.
Understand your customer – be clear about your vision
Find your digital champion, mark out your user journey and ensure it matches what your user actually wants, not what they just got. This also needs to change as you reduce complexity and open new channels – keep iterating this viewpoint.
Channel impact – measure your results
As a business leader, you need to understand and measure the cost and impact to your organisation as a result of a disruptive move. This can be measured and controlled using architectural principles and standards such as TOGAF, however, they need to be in place prior to change.
What’s your data
Customers like data, fact. They don’t like to manage data but they do like to know what you have. Define it and classify it so that, as a business, you know what you are happy to share and what information your customer owns.
Change at the top
Finally, change needs to happen from the top. The board need to be provide the vision and support for the process and have a defined ownership on the final solution – to the point of directors being able to demo it. This is truly where you will understand the effect of market disruption.
Oh, and did I mention be ready for change.
Keep going through the process, like I said, tomorrow could be different from today so keep reviewing why you are doing what your doing to ensure you still understand the process and it’s appropriate to your business.
So, maybe it’s time that we took it a little more seriously and put some controls and measures about tackling this issue at director level within the new digital business…… 🙂