An example of a Digital Strategy and Transformation roadmap for a asset maintenance company, where all the fields of the stratgy are covered.

1. 1
Gustavo Velandia
JMN
Peer assessed
individual project
Gustavo Velandia
JMN
DIGITAL STRATEGY AND TRANSFORMATION

2. 2
Gustavo Velandia
JMN
1.1.Introduction to Company
JMN is a maintenance and asset management
company, made up of more than 1,000 employees
throughout the
national territory
whose objective is
to guarantee the
availability and
reliability of the
assets belonging
to the vehicle fleet
so that our allies
can carry perform various tasks with it.
1.2. Business Description
JMN is in charge of the planning, execution and
control of the maintenance of the vehicle fleet assets,
as well as the management of their life cycle, in such
a way that other companies only have to worry about
operating, while we worry about maintaining and
planning.
1.3. Vision
By the year 2042, JMN will be the model company
in the sector in the use and application of technologies
to obtain the greatest value of these in the activities of
planning, execution and
control of the
maintenance and life
cycle of the assets of the
fleet, thus guaranteeing
the highest possible
availability and
reliability, as well as total
customer satisfaction.
1.4. Mission Statement
Properly manage the assets of the fleet through
the planning, execution and control of maintenance
and life cycle activities, by obtaining and properly
managing data and information, with the purpose of
guaranteeing their availability and reliability to the
highest level for its use by our allies.
1.5. Organizational Values
Our organization is based on the following
principles:
 Impact: carry out all our activities focused
on generating a very high value for
customers.
 Ownership: generate in each and every
one of our employees an unwavering
commitment to the objectives of the
organization.
 Transparency: everything we do or fail to
do, must be easily auditable by anyone.
 Unity of data: we must guarantee a single
source of truth in the management of data
obtained from assets or related processes,
so that all stakeholders obtain the same
information.
 Commitment: when there is any type of
setback in the use or maintenance of our
assets by clients, we must quickly find the
root cause and solve it in the shortest
possible
time,
regardless of
whether we
have to
accept that
we made
mistakes.
 Flexibility: we
will adjust systematically, analytically and
in an organized manner to the internal and
external changes that may take place.
1. THE COMPANY

3. 3
Gustavo Velandia
JMN
2.1. Business Strategy
Restructure the business model to optimize
resources in terms of fleet asset management, through
appropriate decision-making, enabled by information
generated in real time.
2.2. General Objective
Permanently guarantee availability of fleet assets
of over 75% by reducing unforeseen annual
maintenance to less than 15% within a period of 5
years.
2.3. Strategic Goal Selected
Achieve timely and pertinent decisions regarding
to the management of fleet assets, thanks to the
existence of valuable and reliable information in real
time.
2.4. Specific Goals
• Assess the current state of digital readiness to
determine the roadmap to follow.
• Identify the sectors of the process that may be
more susceptible to digital transformation.
• Identify the sectors of the process that may be
less susceptible to digital transformation.
• Design a digital transformation strategy to
impact each specific sector of the process.
• Implement the digital transformation strategy
appropriately.
2.5. Digital Readiness
Currently, the lack of knowledge regarding what
digital transformation really means is leading the
company to continue making the mistakes of the past.
There is still the belief that, by including any type of
technological platform in the process, we are digitally
transforming the company.
Likewise, the
company has already
had an established ERP
for 10 years, which it is
still looking for a way to
extract value that
compensates for the
investment made, and
that, instead of
facilitating processes,
has made them more inefficient and, mistakenly, is
making that everything gravitates around said software.
A very robust organizational change management
plan is required to prepare the company for the coming
change. Likewise, a reengineering of processes, as
well as obtaining technical skills for the appropriation
of new technologies is needed.
Another complication is going to be the paradigm
shift of the business model at executive levels, who
have been accustomed to an inefficient way of working
but consider it to be the correct one.
2.5. Digital Strategy
Shift from a business model focused on the
maintenance and management of assets, to one
focused on the management of data and information
of the fleet assets for their maintenance.
2. DIGITAL STRATEGY APPROACH

4. 4
Gustavo Velandia
JMN
3.1. Business Process Management
As a first step, a current state business processes and requirements will be evaluated to find out how far the
company is from its vision, and then future state processes and requirements will be carried out to determine the
business process improvements, which should prioritize improvements, Implement low hanging fruit improvements
and establish lean, quality management, continuous improvement and performance measures. This will lead us to
deliver more value for our customers.
3.2. Organizational Change Management
At this point, an organizational assessment must be carried out to determine the digital readiness diagnosis, the
cultural assessment/alignment and the skills assessment of people, leaders and executives. With the above defined,
it is possible to measure the organizational impact, defining the organizational changes, the organizational design
and more importantly, the business benefits. From the above, the organizational change plan is established, which
must generate at least the organizational change, communications and training plan, mobilize the change team and
Begin the project communications.
3.3. Enterprise Apps
With all of the above established, we can start talking about technology. For this, it is necessary to make the
software industry landscape that allows knowing the alignment with future state needs, define potential options and
the scope of potential solutions. The subsequent activities would be the evaluation of the strategic alternatives and
roadmap, a short-list software evaluation, the technology recommendation and the implementation roadmap and plan.
3.4. Solution Architecture
First of all, assess of the current architecture is necessary, where the current physical infrastructure/cost, IT skills
and integration, data, security, eCommerce, etc… are evaluated to analyze architectural impact and determine the
required skills, the impact on physical infrastructure and the integration, data and security requirements. From there,
the recommended architecture is established, generating a change plan and evaluating the costs.
3.5. Business intelligence/analytics
In this field, we must identify the analytics requirements, specifically the current BI / reporting requirements, the
gap analysis with best practices and identify relevant industry trends: IOT, Machine Learning, Industry 4.0, etc… to
then define analytics future stage requirements in predictive analytics, data requirements and technology best
practices. Finally, the analytics roadmap must be established, which includes the costs, the software requirements
and the deployment plan.
3.6. Project management assurance
Finally, it must be ensured that the strategy is feasible and carried out properly. For this, a project management
assurance will be proposed, where the mechanisms of project governance and controls, resources and risk mitigation
are proposed.
Executing the digital transformation strategy in the way it is proposed in this document, the possibility of success in
this process is increased exponentially and the company is expected to obtain the maximum value of it for our
customers.
3. DIGITAL TRANSFORMATION STRATEGY