Why You Need a Digital Capability Framework
Whilst the majority of companies probably acknowledge the benefits of today’s range of technologies, and most adopt some of those tools for everyday business processes, we know that there is still a significant gap in where those companies want their technology to take them, and where they are today. The reasons?
Not enough time / money / resources to investigate the best solutions for their needs?
Lack of people with the right skills to source, implement and adopt the technology?
Reliance on old systems and a refusal to move forward by senior management?
Company culture not built around change and innovation?
No idea what customers want? Or Customers increasingly demanding a more enhanced and personalised experience?
Your business operations have quickly moved from the shop floor to online, mobile and cloud solutions?
Like a lot of companies, you might not have heard of the Digital Capability Framework (DCF). A digital capability framework provides businesses with a clear, unified audit of their digital assets and processes and can uncover areas they need to focus on to drive positive change, innovation and growth.
As part of a digital enterprise strategy, a DCF methodology can overhaul business transformation and simplify processes across supply chain, finance, performance management and much more. It helps to align people, processes and technology to tackle the opportunities and challenges of the 21st century global economy.
How can my organisation benefit from a Digital Capability Framework?
1. Take the business trash out
Clearing your business systems of clutter is the major first step of your digital transformation process. How many Excel spreadsheets, shared folders, common drives and paper files does your business currently maintain? How easy is information to find? Could you use this data, in its current form, to drive real-time enterprise-wide innovation?
2. Back to basics
New systems and tools will always be on the market, but if you can have your business processes in order, then you’ll be in a much better position to assess their relevancy in your future growth plans. Which processes can be automated? What is double handled in your business right now? How many people does it take to complete month and year-end financial processes? Eliminating any duplicate systems and processes, and automating what you can will set you up well for future innovation.
3. Customer experience is key
Make no mistake; customers are becoming more important than you ever thought possible. They are the real drivers of your success and unless you put into place the right metrics to know what they want (before they know themselves), your organisation’s future will be at risk.
4. Working smarter
Giving your employees opportunities to work more productively, not only creates a more attractive corporate culture, but also means higher retention rates and ultimately better business outcomes. Part of the DCF methodology is to look at the most productive ways to connect your employees to the technology and applications they need to work smarter, such as PCs, notebooks, tablets and smart phones.
5. Global game changing
In our competitive and turbulent global economy, your organisation might need to rely on new markets to grow your business. Extending your reach into the global marketplace through B2B and B2C channels, as well as smart device apps will soon become the norm for companies.
6. Know your stats
Big Data isn’t news anymore but does your organisation have a real sense of your own market’s dynamics to compete more effectively? Being agile and innovative doesn’t come automatically – it comes from clear, reliable, real-time data from systems and inputs you can trust.
How have other companies implemented a DCF?
Unilever is a wonderful case study for how a global leader can transform their operations to achieve their ambitious goals. They implemented SAP as part of their DCF and by doing so integrated over 200 legacy ERP systems to just 4 – all delivered on 1 global platform. Doubling the size of their company, whilst reducing their environmental footprint and increasing their positive social impact are the main targets for them.
But it’s not just about the big players when it comes to implementing a DCF – ultimately, any organisation can build a sound foundation to sustain operations in a rapidly changing world punctuated by frequent disruptive innovations.
This article is based on a blog post previously published by me at Blue Ocean Systems
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