Digital Transformation is difficult to do, and is a technology play only to a smaller extent. One of the larger to-dos is fixing the organization by re-configuring it to be able to adopt digital. Learn the highlights of how to do that. Write to me for more details.

1. DIGITAL
TRANSFORMATIONRECONFIGURING YOUR ORGANIZATION TOMAXIMISE GAINS
Suhas Dutta

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< 30% transformations succeed
Only about 16% of Digital transformations are successful
Among tech savvy industries, success rate is ~26%
In traditional industries between 4- 11%
TRANSFORMATION IS HARD,
DIGITAL TRANSFORMATION HARDER…

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Organizations look inward
Focused on operating models, rather than new channels and rev
Too broad in scope
Wider suite of technologies, than sophisticated ones
Internal hindrances
Lack of a coherent strategy

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DIGITAL STRATEGY | WHAT CAN STOP YOU
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Illustrative example
Write to me
for a detailed
version

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INNOVATION
DATA
ORIENTATIO
N
NEW CUSTOMER
CUSTOM
ER
CENTRICI
TY
COOPETITION
DATA
PROLIFERATION
AND TRUST
COLLABORATION
LEADERSHIP
CAPABILITIES INFRASTRUCTURE
PROCESS
ORGANIZATION

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EXTERNAL |THE CHANGING CUSTOMER
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EXTERNAL |THE CHANGING CUSTOMER
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• Higher disposable
income, lower
traditional asset
attraction
• Lower proclivity
for human led
sales interactions
• A story, not
necessarily,
expedient

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CULTURE | DATA ORIENTATION
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• Driven by
Analytics
• Reliance on
o Data
o Patterns
• Elimination of…

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CULTURE | INNOVATION, EMPOWERMENT
• To work in new ways
• Opening to internal
criticism
• Providing the structure
and support
• Alignment to overall
goals and strategy
• Powered by
knowledge
management
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RE-IMAGINING | ORGANIZATION
• Upgrading
Day-to-Day
tools
• Re-shaping
the
organization
• New
organization
structures
• Enterprise
Architecture
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RE-IMAGINING | PROCESS
• Process may undergo change
• Re-orientation
• Re-engineering
• Re-imagination
• An automated bad process will
only churn bad deliverables faster
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DISRUPTION | INFRASTRUCTURE, TECHNOLOGY
• Cloud
• Orchestrated and
Smart Process
Automation
• J-A-M
• Design Thinking
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PEOPLE | CAPABILITIES
• Developing
talent and skills
is a fundamental
and crucial
action for a
transformation
o Redefining
individual roles to
align with
transformation
goals
o Engaging roles of
integrators and
tech-innovation
managers
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PEOPLE | LEADERSHIP
• Need for Digital savvy leaders
in place
• Insider-Outsider
• Two different journeys
• Culture to drive
engagement
• Powerful narratives about
the future
• Road map before
disruption takes hold
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PEOPLE | COLLABORATION
• Internally with
employees
• Externally with
o Partners
o Vendors
o Players in the eco-
system
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DISRUPTION | ORIENTATION (STAKEHOLDER)
• Move from being
product oriented
• Products only by
customer need
• Ability to accept the
change
• Illustration – how to be
inward focused
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DISRUPTION | DATA PROLIFERATION & TRUST
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• Data Lake
• Knowing
what
question to
ask
• Towards
scalability
• Bringing data
closer to
users

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DISRUPTION | COOPETITION
• Industry
blockchains
• Industry
cooperation
• Partnering
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19. IDENTITY
CAPABILITY
Helping organizations be
business and people
proficient
A group of highly qualified SMEs and entrepreneurs who share
a common mission of making clients successful
•
Bring top tier global consulting and execution expertise along
with ease of engagement and agility.
Provide deep insight, expertise and
execution help enabling clients reach
their goals.
•
Strategies (with lucid business cases)
and execution which integrate new
operating models with enhanced
organizational design, technology
blueprint, and sourcing strategies;
•
Strategies and implementations
which are outcome and not just
output based, thereby not just
reducing costs, but bringing in real
business value.
STRATEGY  TRANSFORMATION  EXECUTION
www.3nayan.in
@3nayanSpeaks
reach@3nayan.in
3nayan
suhas@3nayan.in
@Suhas_Dutta
linkedin.com/in/suhasdutta