Digital transformation is a powerfully compelling and fast moving train that can take you to meaningful destinations and results – or derail, full of good intentions, expectations, and immense investment.

“Digital transformation is the change associated with the application of digital technology in all aspects of society, “ according to Wikipedia.  This has the potential to produce inventive and dynamic new opportunities for leaders and organizations who are ready to be innovative and transformational in their thinking.

The key to success in being innovative and transformational relies upon the unusual combination of deep understanding of your:

  • Relationship with – and value proposition for – your clients
  • Strategic alignment of your organization to deliver for your clients
  • Openness to new ways of streamlining the processes for developing and delivering your products and services, including embracing potentially radical disruption

In this post, let’s focus on the two trapdoors that are most likely to derail your digital transformation.  These include:

  • Inability to fully integrate and influence communication, collaboration, and coordination between and among every aspect of your organization
    • This is usually driven by operating in silos or with silo thinking
  • Seeking to speed up existing ways of operating versus having a clear vision of the future, a mission that explains why you do what you do, and seeking out whatever it takes to fulfill your vision and mission

Underneath all of this is the usual reason that technology is looked upon as a potential savior, and often ends up disappointing everyone – clients and IT alike.  What is missed is that the critical, most important results that leaders and organizations are looking for are not well defined – if defined at all.

The poor substitute for crystal clear clarity of valuable, meaningful, and desired outcome is a wish list of activities, projects, and ideas divorced from what really matters.  Just as the early days of IT were essentially speeding up processes done ‘by hand,’ it is imperative that digital transformation turns out to be more than faster collecting and use of information we have the capability to gather today.

What makes digital transformation really powerful and profitable is applying our data gathering and analysis capabilities to more effectively (as well more rapidly):

  • Define the most important insights and areas we can affect
  • Address the critical needs of clients, colleagues, and communities we serve
  • Cut through paralysis by analysis
  • Focus resources where the biggest impacts and results can be realized

By having well-developed client relationships, strong and open internal communication and collaboration, and concentration on maximizing valuable results you have the framework for orienting your digital transformation focus to be meaningful and valuable.

Remarkably, this often requires some serious adjustment of corporate culture, norms, and ways of doing business.  But, isn’t that one of the most important reasons – as well as outcomes – for why we care about digital transformation at all?

To accelerating and elevating your clarity, focus and results,

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