To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
Context of digital transformation. econsultancy webinarIrene Ventayol
The document discusses digital transformation at Econsultancy. It provides an overview of Econsultancy's research reports on topics related to digital transformation such as organizational structures, securing board buy-in, insourcing and outsourcing, agility and innovation, and skills of the modern marketer. It also discusses common barriers to digital progress such as legacy systems, finding digital skills, and getting senior management buy-in. Additionally, it examines different organizational structures companies use for digital transformation such as centers of excellence and hub-and-spoke models.
Digital transformation strategy focuses on continuously improving processes, people, and technology to stay ahead of customer expectations. This involves assessing business processes and functions, technology, and organizational structure to establish pain points and opportunities. Recommendations are then made to improve processes, technology, and people using strategic roadmaps, digital tools, and new practices. The goal is to realize business benefits through measurable performance improvements and value creation at the intersection of strategy, processes, and technology, enabled by governance models.
Cognizant Digital Media Services Practice OverviewCognizant
Cognizant DMS practice brings order to your digital media lifecycle and distribution. We build custom content solutions that streamline the workflows for creating, managing, distributing and consuming media
IDC: The Next Steps in Digital TransformationSOA PEOPLE
This document summarizes findings from a survey of small and mid-sized businesses regarding their digital transformation efforts and technology investments. Some key findings include:
- Customer acquisition, revenue growth, and efficiency were top priorities.
- Companies have significantly increased their use of applications like collaboration software, CRM, and ecommerce in recent years.
- Most companies saw their technology investment expectations met or exceeded.
- Decisions involve both senior management and IT, with more IT influence in larger companies.
- Companies prefer off-the-shelf solutions that can be gradually integrated over customized or disruptive approaches.
To implement a manufacturing execution system (MES) across a global manufacturer's numerous sites, establish a core baseline solution as a basis for global rollout, use the implementation as an opportunity for process improvement and optimization, and choose carefully between a phased or a big bang deployment.
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
Context of digital transformation. econsultancy webinarIrene Ventayol
The document discusses digital transformation at Econsultancy. It provides an overview of Econsultancy's research reports on topics related to digital transformation such as organizational structures, securing board buy-in, insourcing and outsourcing, agility and innovation, and skills of the modern marketer. It also discusses common barriers to digital progress such as legacy systems, finding digital skills, and getting senior management buy-in. Additionally, it examines different organizational structures companies use for digital transformation such as centers of excellence and hub-and-spoke models.
Digital transformation strategy focuses on continuously improving processes, people, and technology to stay ahead of customer expectations. This involves assessing business processes and functions, technology, and organizational structure to establish pain points and opportunities. Recommendations are then made to improve processes, technology, and people using strategic roadmaps, digital tools, and new practices. The goal is to realize business benefits through measurable performance improvements and value creation at the intersection of strategy, processes, and technology, enabled by governance models.
Cognizant Digital Media Services Practice OverviewCognizant
Cognizant DMS practice brings order to your digital media lifecycle and distribution. We build custom content solutions that streamline the workflows for creating, managing, distributing and consuming media
IDC: The Next Steps in Digital TransformationSOA PEOPLE
This document summarizes findings from a survey of small and mid-sized businesses regarding their digital transformation efforts and technology investments. Some key findings include:
- Customer acquisition, revenue growth, and efficiency were top priorities.
- Companies have significantly increased their use of applications like collaboration software, CRM, and ecommerce in recent years.
- Most companies saw their technology investment expectations met or exceeded.
- Decisions involve both senior management and IT, with more IT influence in larger companies.
- Companies prefer off-the-shelf solutions that can be gradually integrated over customized or disruptive approaches.
To implement a manufacturing execution system (MES) across a global manufacturer's numerous sites, establish a core baseline solution as a basis for global rollout, use the implementation as an opportunity for process improvement and optimization, and choose carefully between a phased or a big bang deployment.
In todays’ digital economy, enterprises expect more from the IT organization. They want applications delivered faster, and they want IT infrastructure to perform at a higher level than ever before. Consequently, IT operations must transform itself to better serve the business.
Llearn about top strategies for transforming IT in the digital era!
How to Build a Strategic Transformation PracticeJames Woolwine
The document discusses several process improvement frameworks and methodologies:
- CMMI provides maturity levels to guide process improvement for product development, services, and acquisition. It originated for software but has been generalized.
- Lean focuses on eliminating waste in manufacturing and production. Principles include reducing overburden and uneven workloads.
- Lean Engineering aims to increase engineering efficiency by reducing waste, while Lean Manufacturing focuses more on inventory control and production processes.
- ITIL provides best practices for IT service management and underpins the ISO 20000 standard, though there are some differences between the frameworks. ITIL was influenced by Deming's process model view of operations management.
The ultimate guide to Digitizing Change ManagementLucy Newman
Listen to the accompanying podcast here: https://goo.gl/rw17q8
Businesses are continuing to invest heavily in digitally transforming their organizations. The Digital Transformation market alone is set to be worth $2tn by 2020.
Director of Product Strategy at AppLearn Andrew Barlow is joined by special guests to discuss the impact that modern Digital Transformation projects are having on the way that businesses approach Change Management.
Salesforce and Remedyforce ISV Tech Talk: Pushing New Versions of your AppBMC Software
BMC Remedyforce was asked to present at Dreamforce 2015 on our seamless upgrades to thousands of users using the Salesforce App Cloud Push mechanism. Remedyforce is seen as a leader in the IT Service Management and Help Desk SaaS markets. Remedyforce help desk and service management is built on Salesforce and integrates with Service Cloud and other Salesforce App Cloud and AppExchange apps. Learn more: http://www.bmc.com/remedyforce
Business Transformation Framework talks about some relevant industry challenges, a viable solution architecture and a tool kit to address each challenge in a very structured fashion.
For further details on how this frameworks helps, please reach out to the author at contactus@paynovation.in
The document discusses the challenges that businesses face in the digital era, including how it affects their customers, stakeholders, and success. It introduces Powerfluence as a company that can help address these challenges through powerful solutions and advisors, with business areas focused on IT transformation, strategic consulting, and digital business solutions to improve organizational efficiency, interactions, and customer experience.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
This document discusses why emerging companies are increasingly deploying top tier ERP systems sooner than later. It notes that the realities of doing business in today's global, fast-paced marketplace require integrated solutions with broad capabilities. While top tier ERP was once seen as too complex for smaller companies, the document explains how tools, rapid implementation methodologies, and flexible deployment options have made them affordable and manageable for emerging companies. It provides examples of how some emerging companies have implemented top tier ERP successfully.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
This document provides a four-step approach for organizations to transition from a legacy high availability and disaster recovery solution to an always-on platform: 1) Assess and evaluate current processes, applications, and availability requirements to identify gaps; 2) Plan and design the architecture and roadmap by applying guiding principles and considering technology, processes, people, and applications; 3) Implement and test the strategy to ensure services are meeting objectives; 4) Manage and sustain the platform through ongoing monitoring, risk response, compliance management, and performance reporting while reassessing regularly.
User expectations are the main driver and at the same time the most visible domain where digital transformation has an impact. But, in fact all businesses are going digital, and not just at their front end; health care, industry, utilities, public services, banks and insurance companies… The digital transformation becomes a matter of survival for the most of these organizations and represents a major challenge for its decision makers.
We will demonstrate how NRB can drive your digital transformation through services such as consultancy, integration, big data and mobility that leverage user experience, operational efficiency, information management as well as the evolution of your business models.
Business Capital Planning PowerPoint Presentation SlidesSlideTeam
The document discusses planning for a company's capital and resources. It covers assessing enterprise needs, functional areas like marketing and production, selecting and implementing an ERP system, and the various phases of an implementation project. Key aspects of selecting an ERP system are also outlined, like assessing requirements, choosing providers, and negotiating implementation support.
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
This document discusses digital transformation and its challenges. It identifies key reasons for digital transformation as improving customer experience, reducing inefficiencies, and innovating to keep up with digital disruptors. Some top challenges are modernizing legacy systems, developing digital talent, and managing competing technical priorities. The document also differentiates between incremental optimization and full transformation, and outlines eight levers including demand generation, customer experience, and new business models that can be used for digital transformation. It provides a case study example and identifies important factors for success like people, culture, data, and having an end-to-end approach.
Thinking out of the toolbox exec report - IBMSusanna Harper
This document discusses how digital technologies are powering an "operations revolution" by allowing companies to operate in new ways and transform industries. It highlights how the Internet of Things, mobility, cloud computing, and analytics are driving both operational innovation and new technology-enabled business models and products. While many companies have outlined digital operations strategies, most have far to go in execution. The document focuses on the technologies, security challenges, and talent needs for digital operations. It also provides examples of how predictive analytics is helping companies improve operations, products, and customer experiences.
Demystifying Automation - A Catalyst to Digital Transformation A Whitepaper ...Arvind Bhardwaj [AB]
The document discusses how automation, including IT process automation (ITPA), business process management (BPM), digital process automation (DPA), and robotic process automation (RPA), can catalyze digital transformation. It explains that these tools help organizations become more agile and efficient by automating routine tasks. When combined together effectively with a focus on the customer experience, automation can drive significant business impacts and transformation. However, digital transformation requires fundamentally rethinking business models and strategies, not just using new technologies to do existing work faster.
Using the Zachman’s Architecture framework to realise ITSM Transformation at ...Sukumar Daniel
This document summarizes Tesco's journey to implement an IT Service Management (ITSM) transformation using the Zachman framework and ITIL best practices. It discusses how Tesco established transparency into its IT operations, identified top incident generators, and drove improvements across key services and processes. Through establishing service-oriented metrics, streamlining workflows, and instituting proactive problem management, Tesco was able to significantly improve first time fix rates, reduce incident occurrence and turnaround times, and better align IT to business needs.
Digital transformation roadmap 16th july 2018 v1.1Chandresh Adhiya
Most companies embark on Digital Transformation Journey without really thinking about end to end picture.
Based on our Consulting Experience across various industries and geographies , we have compiled Digital Transformation Roadmap.
(if you need editable ppt please read last slide)
Following are broad steps as described in this presentation:
1. IT Diagnostics (People, Process & Technology)
2. Digital Transformation Gap Assessment
3. IT Strategy & Governance Framework
4. Enterprise Architecture & IT Services Roadmap
5. Business Case & Benefit Realization Roadmap
6. Systems Evaluation & Selection
7. System Integrator Evaluation & Selection
8.Program Governance & Management (Enterprise & Satellite PMOs)
8.1 PMO for IT Projects Portfolio
9. IT Services Value & Risk Assessment
10. IT Service Management Maturity Improvement
11. Virtual CIO Office Support Services
12. Tailored Specialized Solutions & Services
The document provides information on the airline industry in India. It notes that there are 454 airports and airstrips in India, with 127 owned and operated by the Airports Authority of India. It also provides statistics on passenger traffic growth between 2007-2008. The history of the airline industry in India is traced from 1911 onwards. Key regulatory authorities that oversee the industry are also outlined. The policies of open skies and foreign direct investment in the industry are discussed. Details are given on major airlines in India like Jet Airways and Kingfisher Airlines.
Running at the Speed of Digital: Hyper-Digital Information ManagementCognizant
Consumers’ need for instant access to information through multiple channels is growing. While some companies in specific segments of the IS industry offer impressive capabilities, none provide the full range of technologies and resources needed to support a cohesive, all-inclusive, digitally-equipped environment for analyzing, ingesting, managing, and delivering content across the value chain. In a hyper-digital environment, IS organizations can distribute content at breakthrough speeds — anytime, anywhere.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
In todays’ digital economy, enterprises expect more from the IT organization. They want applications delivered faster, and they want IT infrastructure to perform at a higher level than ever before. Consequently, IT operations must transform itself to better serve the business.
Llearn about top strategies for transforming IT in the digital era!
How to Build a Strategic Transformation PracticeJames Woolwine
The document discusses several process improvement frameworks and methodologies:
- CMMI provides maturity levels to guide process improvement for product development, services, and acquisition. It originated for software but has been generalized.
- Lean focuses on eliminating waste in manufacturing and production. Principles include reducing overburden and uneven workloads.
- Lean Engineering aims to increase engineering efficiency by reducing waste, while Lean Manufacturing focuses more on inventory control and production processes.
- ITIL provides best practices for IT service management and underpins the ISO 20000 standard, though there are some differences between the frameworks. ITIL was influenced by Deming's process model view of operations management.
The ultimate guide to Digitizing Change ManagementLucy Newman
Listen to the accompanying podcast here: https://goo.gl/rw17q8
Businesses are continuing to invest heavily in digitally transforming their organizations. The Digital Transformation market alone is set to be worth $2tn by 2020.
Director of Product Strategy at AppLearn Andrew Barlow is joined by special guests to discuss the impact that modern Digital Transformation projects are having on the way that businesses approach Change Management.
Salesforce and Remedyforce ISV Tech Talk: Pushing New Versions of your AppBMC Software
BMC Remedyforce was asked to present at Dreamforce 2015 on our seamless upgrades to thousands of users using the Salesforce App Cloud Push mechanism. Remedyforce is seen as a leader in the IT Service Management and Help Desk SaaS markets. Remedyforce help desk and service management is built on Salesforce and integrates with Service Cloud and other Salesforce App Cloud and AppExchange apps. Learn more: http://www.bmc.com/remedyforce
Business Transformation Framework talks about some relevant industry challenges, a viable solution architecture and a tool kit to address each challenge in a very structured fashion.
For further details on how this frameworks helps, please reach out to the author at contactus@paynovation.in
The document discusses the challenges that businesses face in the digital era, including how it affects their customers, stakeholders, and success. It introduces Powerfluence as a company that can help address these challenges through powerful solutions and advisors, with business areas focused on IT transformation, strategic consulting, and digital business solutions to improve organizational efficiency, interactions, and customer experience.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
This document discusses why emerging companies are increasingly deploying top tier ERP systems sooner than later. It notes that the realities of doing business in today's global, fast-paced marketplace require integrated solutions with broad capabilities. While top tier ERP was once seen as too complex for smaller companies, the document explains how tools, rapid implementation methodologies, and flexible deployment options have made them affordable and manageable for emerging companies. It provides examples of how some emerging companies have implemented top tier ERP successfully.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
This document provides a four-step approach for organizations to transition from a legacy high availability and disaster recovery solution to an always-on platform: 1) Assess and evaluate current processes, applications, and availability requirements to identify gaps; 2) Plan and design the architecture and roadmap by applying guiding principles and considering technology, processes, people, and applications; 3) Implement and test the strategy to ensure services are meeting objectives; 4) Manage and sustain the platform through ongoing monitoring, risk response, compliance management, and performance reporting while reassessing regularly.
User expectations are the main driver and at the same time the most visible domain where digital transformation has an impact. But, in fact all businesses are going digital, and not just at their front end; health care, industry, utilities, public services, banks and insurance companies… The digital transformation becomes a matter of survival for the most of these organizations and represents a major challenge for its decision makers.
We will demonstrate how NRB can drive your digital transformation through services such as consultancy, integration, big data and mobility that leverage user experience, operational efficiency, information management as well as the evolution of your business models.
Business Capital Planning PowerPoint Presentation SlidesSlideTeam
The document discusses planning for a company's capital and resources. It covers assessing enterprise needs, functional areas like marketing and production, selecting and implementing an ERP system, and the various phases of an implementation project. Key aspects of selecting an ERP system are also outlined, like assessing requirements, choosing providers, and negotiating implementation support.
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
This document discusses digital transformation and its challenges. It identifies key reasons for digital transformation as improving customer experience, reducing inefficiencies, and innovating to keep up with digital disruptors. Some top challenges are modernizing legacy systems, developing digital talent, and managing competing technical priorities. The document also differentiates between incremental optimization and full transformation, and outlines eight levers including demand generation, customer experience, and new business models that can be used for digital transformation. It provides a case study example and identifies important factors for success like people, culture, data, and having an end-to-end approach.
Thinking out of the toolbox exec report - IBMSusanna Harper
This document discusses how digital technologies are powering an "operations revolution" by allowing companies to operate in new ways and transform industries. It highlights how the Internet of Things, mobility, cloud computing, and analytics are driving both operational innovation and new technology-enabled business models and products. While many companies have outlined digital operations strategies, most have far to go in execution. The document focuses on the technologies, security challenges, and talent needs for digital operations. It also provides examples of how predictive analytics is helping companies improve operations, products, and customer experiences.
Demystifying Automation - A Catalyst to Digital Transformation A Whitepaper ...Arvind Bhardwaj [AB]
The document discusses how automation, including IT process automation (ITPA), business process management (BPM), digital process automation (DPA), and robotic process automation (RPA), can catalyze digital transformation. It explains that these tools help organizations become more agile and efficient by automating routine tasks. When combined together effectively with a focus on the customer experience, automation can drive significant business impacts and transformation. However, digital transformation requires fundamentally rethinking business models and strategies, not just using new technologies to do existing work faster.
Using the Zachman’s Architecture framework to realise ITSM Transformation at ...Sukumar Daniel
This document summarizes Tesco's journey to implement an IT Service Management (ITSM) transformation using the Zachman framework and ITIL best practices. It discusses how Tesco established transparency into its IT operations, identified top incident generators, and drove improvements across key services and processes. Through establishing service-oriented metrics, streamlining workflows, and instituting proactive problem management, Tesco was able to significantly improve first time fix rates, reduce incident occurrence and turnaround times, and better align IT to business needs.
Digital transformation roadmap 16th july 2018 v1.1Chandresh Adhiya
Most companies embark on Digital Transformation Journey without really thinking about end to end picture.
Based on our Consulting Experience across various industries and geographies , we have compiled Digital Transformation Roadmap.
(if you need editable ppt please read last slide)
Following are broad steps as described in this presentation:
1. IT Diagnostics (People, Process & Technology)
2. Digital Transformation Gap Assessment
3. IT Strategy & Governance Framework
4. Enterprise Architecture & IT Services Roadmap
5. Business Case & Benefit Realization Roadmap
6. Systems Evaluation & Selection
7. System Integrator Evaluation & Selection
8.Program Governance & Management (Enterprise & Satellite PMOs)
8.1 PMO for IT Projects Portfolio
9. IT Services Value & Risk Assessment
10. IT Service Management Maturity Improvement
11. Virtual CIO Office Support Services
12. Tailored Specialized Solutions & Services
The document provides information on the airline industry in India. It notes that there are 454 airports and airstrips in India, with 127 owned and operated by the Airports Authority of India. It also provides statistics on passenger traffic growth between 2007-2008. The history of the airline industry in India is traced from 1911 onwards. Key regulatory authorities that oversee the industry are also outlined. The policies of open skies and foreign direct investment in the industry are discussed. Details are given on major airlines in India like Jet Airways and Kingfisher Airlines.
Running at the Speed of Digital: Hyper-Digital Information ManagementCognizant
Consumers’ need for instant access to information through multiple channels is growing. While some companies in specific segments of the IS industry offer impressive capabilities, none provide the full range of technologies and resources needed to support a cohesive, all-inclusive, digitally-equipped environment for analyzing, ingesting, managing, and delivering content across the value chain. In a hyper-digital environment, IS organizations can distribute content at breakthrough speeds — anytime, anywhere.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
Beyond Omnichannel: Determining the Right Channel MixCognizant
Many companies believe that simply adding more customer channels or reducing the time it takes to handle customer queries will boost customer satisfaction and enhance the customer experience. Yet the proliferation of digital technologies and touchpoints have made it more difficult to track customer preferences and purchasing traits. By identifying customers’ preferred contact channels, companies can more effectively engage, serve, and retain them while driving profitable growth.
Digital Business 2020: Getting There from Here, Part IICognizant
This issue of Cognizanti journal is dedicated to the simplicity promised by digital business. The articles illuminate the possibilities and pitfalls on the path to digital business, including a deep dive into quality assurance, human-centric design, intelligent process automation, digital consumer preferences and disruptions to the banking and healthcare industries, as well as ideas and inspiration for established businesses to jumpstart and benchmark their digital journeys.
Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
Executives seeking a digital business advantage should take a page from the playbook written by leaders across the Asia-Pacific region, according to finding from our primary research.
Enterprise Application Services: Moving Business into the Digital AgeCognizant
This document provides an overview of how various organizations across different industries have transformed their businesses through digital technologies. It discusses examples of companies that have implemented cloud-based solutions to improve processes in areas like human capital management, financial management, supply chain management, and customer experience management. Specific cases highlighted include a publishing company standardizing its global HR systems on Oracle HCM Cloud, a fast food franchise streamlining its financial and supply chain functions with Oracle ERP Cloud, and a global pharmaceutical company digitizing its financial approval process. The document aims to showcase how established businesses can harness technology to advance their business objectives and compete in the digital age.
Optimizing the Internet of Things: Key Strategies for Commercial InsurersCognizant
The Internet of Things (IoT) is having a significant effect on both consumer-facing and commercial enterprises. At the consumer level, this can be seen in the increasing number of sensor-based smart devices flooding the marketplace. Yet the biggest economic impact is in the industrial and service-based segments, including commercial insurance. By aligning their business requirements with the capabilities of the Internet of Things, insurers can sharpen operational efficiencies, open new revenue streams, drive profitable growth and keep customers close.
Blockchain in Manufacturing: Enhancing Trust, Cutting Costs and Lubricating P...Cognizant
Manufacturers recognize blockchain's potential to streamline supply chains and enable customized manufacturing through 3D printing. However, most manufacturers are not aggressively preparing for blockchain's transformative effects. The document discusses how blockchain could enhance trust, cut costs, and lubricate processes across the value chain through applications like smart contracts and distributed ledgers. It also notes that while manufacturers see blockchain's disruptive potential, many barriers like understanding use cases and developing business cases prevent broader adoption. Collaboration between organizations will be key to realizing blockchain's full benefits.
Gamification for Insurers: A Practitioner’s PerspectiveCognizant
Gamification for insurance companies employs traditional game elements – including badges, leaderboards, points, and quests – to improve organizational efficiency and increase customer engagement. Gamification can function as a catalyst for meeting the requirements of a real-time digital enterprise – from underwriting, account management, training, and billing, to marketing, sales, and customer self-service.
How Blockchain Can Revitalize Trade Finance (Part 1)Cognizant
As a new way to secure the transfer of value, blockchain technology promises to increase collaboration, automation and oversight in trade finance transactions.
Orchestrating a Supply Chain Competitive EdgeCognizant
The document discusses four stages of supply chain maturity: decentralized, unified, networked, and orchestrated. It explains that most supply chains are currently at decentralized or unified levels, with only 10% achieving a highly integrated planning environment (networked level). Moving to higher levels requires significant business changes to integrate processes, systems, partners and information across the supply chain for improved customer service, efficiency and insight. The document provides recommendations and frameworks to help organizations assess their current level of maturity and plan their journey to achieve more advanced, orchestrated supply chains.
Financial Services: Building Blockchain One Block at a TimeCognizant
Financial services firms need to move aggressively in developing a blockchain strategy. Our primary research shows that companies lingering in the experimentation phase will be left behind by the rapid pace of innovation.
Back to Basics for Communications Service ProvidersCognizant
Our latest primary research reveals how CPSs can distill meaning from consumers' digital trails to better understand which product and service innovations will resonate and drive growth.
Enterprise Social: Your Future Neural NetworkCognizant
This document discusses how enterprise social platforms can help large organizations overcome common communication challenges by establishing an internal "neural network". It identifies issues such as information being locked into hierarchies, reward systems not aligned with collaboration, and difficulty measuring internal costs. Next-generation social platforms aim to address these issues by integrating all organizational data, identifying patterns to support talent retention, and accelerating business performance. However, simply implementing a platform is not enough - organizations must establish clear goals and business cases to realize the benefits of internal social networking. The social layer has potential to become the "neural network" of an enterprise by facilitating boundary-free collaboration if implemented properly.
Using Containers to More Effectively Manage DevOps Continuous IntegrationCognizant
IT organizations can enhance efficiency and cut costs by deploying containers to manage DevOps continuous integration (CI) infrastructure that is self-contained and autonomous.
How Blockchain Can Reinvigorate Facultative Reinsurance Contract ManagementCognizant
Blockchain is ideally suited for streamlining and securing the cumbersome facultative reinsurance contract management process by offering trust and transparency and all the benefits of smart contracts.
The Digital Enterprise Vol 5 - A Framework for TransformationStuart Lamb
We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
This document provides a process and checklist for developing an effective digital strategy. It outlines common barriers to digital strategy such as alignment, skills, silos, metrics, resources, culture and regulations. The process involves identifying a catalyst, building leadership support and a team, conducting research, co-creating a strategy, synthesizing it, gaining alignment, and implementing the strategy. Following this process can help brands adapt to digital disruptions and remain relevant.
Transformer in chief The new chief digital officerCliff Busse
The role of the chief digital officer (CDO) is changing dramatically and now demands new skills. The CDO must lead comprehensive digital transformations across the entire company rapidly. To succeed, the CDO must integrate digital into all aspects of business strategy, obsess over customers to drive change, and build agility through speed, data, and networks both internal and external. CDOs are judged by their ability to guide projects and deliver results.
McK - 'Transformer in chief'- The new chief digital officerSotiris Syrmakezis
The document discusses the changing role of the chief digital officer (CDO). The CDO role is no longer focused on basic digital capabilities, but is now responsible for comprehensive digital transformations across a company. Today's CDO must coordinate changes to how a company works and develop new business lines quickly. The document outlines five key skills needed for CDOs to drive successful digital transformations: 1) integrating digital into all aspects of business strategy; 2) obsessively focusing on customers; 3) building agility, speed and data usage; 4) extending networks outside the company; and 5) developing digital talent.
This document discusses the impact of digital transformation across industries and the need for organizations to adapt their human capital and leadership. It outlines how digital has altered how customers and businesses interact through tools like social media, mobile, big data, and cloud computing. To successfully navigate digital transformation, the document argues that companies need digitally savvy leadership at all levels, including the CEO, board of directors, C-level digital roles, and business unit heads. It positions Oceans Group as being able to assist companies in identifying and developing the right human capital strategies and leadership to create a digital future.
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the integration of digital technologies to change business processes and provide a better customer experience. Some companies like Netflix, AirBnB, and Uber have successfully transformed their industries by leveraging technologies like mobile apps, websites, and video. While many executives see digital transformation as critical, implementing meaningful changes can be challenging due to legacy systems, siloed organizations, and risk-averse cultures. To start a digital transformation process, companies should educate leadership, understand the customer journey, identify business objectives, and focus on incremental improvements rather than trying to transform everything at once. Those that embrace digital evolution will be poised for growth.
Oceans group & digital talent transformation sgSean Garvey
This document discusses the impact of digital transformation on leadership and talent. It argues that digital technologies like social media, mobile devices, big data and cloud computing have fundamentally altered how companies interact with customers and operate. To successfully navigate digital transformation, companies need leadership at all levels with digital skills, including the CEO, board of directors, functional leaders, and business unit managers. The author's company assists other organizations by advising them on the type of leadership required for digital transformation and how to identify, recruit and retain digitally savvy talent.
The document discusses how businesses need to move beyond viewing online channels primarily as a way to reduce costs and instead focus on improving relationships with consumers at scale. As technologies like mobile, social media, and analytics have increased the amount of digital interactions and data available about consumers, companies now have opportunities to better customize experiences, learn more about individual consumers, and engage in two-way interactions rather than one-way broadcasts. However, most companies still treat consumers as transactions rather than relationships. To be successful, businesses will need to adopt strategies that manage relationships with consumers at scale through a unified, cross-channel approach.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
On the Road to Digital: Practical EncountersCognizant
Even with digital initiatives entering the mainstream, many business and IT leaders are still encountering headwinds. Here are the five most common challenges organizations face and potential workarounds that can help captains of industry more quickly and effectively digitally enhance their businesses.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
- Digital disruption is occurring across all industries as new digital technologies change business models and customer needs. Incumbents are often slow to respond to disruption while digital leaders embrace innovation.
- To successfully transform, companies must have leadership that champions digital strategies, develop new digital products/services, improve customer experience, transform processes, and leverage data analytics. Initiatives should start small and test hypotheses through prototyping before large-scale implementation.
- Anticipating disruption involves scanning for digital trends, observing competitors, understanding unmet customer needs, collaborating through open innovation, and continuously questioning assumptions about the business model.
Governance: a central component of successful digital transformationPaula Calvo Lopez
Companies need firm-level governance around digital initiatives to address new challenges from faster business cycles, new risks, and the need for more integration. Governance mechanisms implemented include shared digital units, firm-level committees, and new digital roles. Shared digital units develop skills and services, committees make decisions on investments and policies, and new roles drive strategy and adoption of shared capabilities. These mechanisms help coordination of initiatives and sharing of resources, with benefits including standards, consistency, and optimization, but also challenges in areas like structure and change management. An important objective of governance is building enterprise platforms to provide integrated views and enable advanced capabilities and services.
In today’s business environment, digital transformation has turned into a necessity to cope with persistent business needs of customer acquisition and brand building. However, the prospect of revamping is an opportunity offered by Digitalization and successfully transformed businesses can become industry leaders to dominate the market.
Also, companies should know that disruption is at the core of such a change and the only way to succeed is to create and follow a comprehensive plan. Moreover, the disruptive technologies can be adopted smartly to propel strategic growth.
As the future is all about innovative technologies such as Augmented Reality, IoT, Virtual Reality, etc., digitalization would eventually become the way of life, and the firms that can keep abreast with the digital macrocosm have better chance to succeed.
accelerating_digital_transformation_understanding_and_setting_up_a_digital_se...matthew perry
The document discusses setting up a Digital Services Unit (DSU) to establish strong governance over a company's digital transformation efforts. It describes three models for a DSU governance structure: IT-centric, marketing-centric, and integrated. An IT-centric model hosts the DSU within the IT department, while a marketing-centric model houses it within marketing. An integrated model pools all digital resources into a single unit. The document recommends selecting the model based on a company's resource allocation and coordination needs to accelerate its digital transformation through a DSU.
The document discusses the role of the CIO in leading organizations through the Postdigital era, where five forces of analytics, mobile, social, cloud, and cyber are converging and disrupting businesses. It argues that CIOs are uniquely positioned to catalyze change across organizations and help others understand how to leverage new digital opportunities. While CIOs have traditionally faced challenges balancing operational responsibilities with innovation, the current environment presents both risks and opportunities. Forward-thinking CIOs who rise to provoke disruption through these forces may take on expanded leadership roles, such as a Chief Digital Officer, and drive competitive advantage for their organizations.
Digital is changing the world. We are experiencing yet another technology paradigm transition – after the emergence of the first and second IT platforms – supported by social networks, mobile technologies, Big Data solutions and business analytics, and cloud computing services use. Business-as-usual is no longer an option, and if the nature of business does not change, the potential consequences may be devastating.
The document discusses how CIOs are increasingly taking on roles and responsibilities similar to venture capitalists in order to help drive business growth and innovation. Specifically, it discusses how CIOs should (1) actively manage their IT portfolios in terms of value, risk, and time to reward like VCs do, (2) evaluate portfolio performance using metrics that business leaders understand, and (3) cultivate agile organizations and attract entrepreneurial talent. Adopting a venture capitalist mindset allows CIOs to better communicate IT's contributions and reshape how they run the business of IT.
Similar to Organizational Change Management: A Make or Break Capability for Digital Success (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is becoming a key strategy for technology companies as they shift to cloud-based subscription models. This requires building an "experience ecosystem" that breaks down silos and involves partners. Building such an ecosystem involves adopting a cross-functional approach to experience, making experience data-driven to generate insights, and creating platforms to enable connected selling between companies and partners.
Intuition is not a mystery but rather a mechanistic process based on accumulated experience. Leading businesses are engineering intuition into their organizations by harnessing machine learning software, massive cloud processing power, huge amounts of data, and design thinking in experiences. This allows them to anticipate and act with speed and insight, improving decision making through data-driven insights and acting as if on intuition.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
Manufacturers are ahead of other industries in IoT deployments but lag in investments in analytics and AI needed to maximize IoT's benefits. While many have IoT pilots, few have implemented machine learning at scale to analyze sensor data and optimize processes. To fully digitize manufacturing, investments in automation, analytics, and AI must increase from the current 5.5% of revenue to over 11% to integrate IT, OT, and PT across the value chain.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
The document discusses potential future states for the claims organization of Australian general insurers. It notes that gradual changes like increasing climate volatility, new technologies, and changing customer demographics will reshape the insurance industry and claims processes. Five potential end states for claims organizations are described: 1) traditional claims will demand faster processing; 2) a larger percentage of claims will come from new digital risks; 3) claims processes may become "Uberized" through partnerships; 4) claims organizations will face challenges in risk management propositions; 5) humans and machines will work together to adjudicate claims using large data and computing power. The document argues that insurers must transform claims through digital technologies to concurrently improve customer experience, operational effectiveness, and efficiencies
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...
Organizational Change Management: A Make or Break Capability for Digital Success
1. Organizational Change
Management: A Make or
Break Capability for
Digital Success
As more businesses embark on digital transformation,
they often underestimate the impact of these initiatives on
their operational structure, culture and employees. If not
properly managed, the substantial organizational change
that digital entails can jeopardize expected returns on
investment and program success.
2. 2 KEEP CHALLENGING January 2017
Executive Summary
From start-ups to government institutions, digital is a disruptive force.
The former are encroaching on the territories of long-established
organizations, and the latter are recognizing the beneficial impacts of
digital on citizens and even gross domestic product (GDP).1
When it comes to digital change, many organizations focus on
external factors, such as the customer experience and new revenue
streams. However, internal changes are just as crucial for digital
transformation to succeed, including new skills, employee behaviors,
organizational structures and corporate culture.
In fact, traditional organizational hierarchies can be an obstacle to
moving toward the new ways of working needed in the digital age,
particularly as small, agile and innovation-minded players move
quickly to win market share from established organizations. As Klaus
Schwab, founder and executive chairman at the World Economic
Forum explains, “In the future, it will not be the big fish that eats
the small fish, it will be the fast fish that eats the slow fish.”2
In our
own recent research on the digital workforce, conducted with the
3. ORGANIZATIONAL CHANGE MANAGEMENT: A MAKE OR BREAK CAPABILITY FOR DIGITAL SUCCESS 3
Economist Intelligence Unit, we found many companies beginning
to transition away from rigid organizational models to smaller and
nimbler clusters of talent with expertise to excel in a particular market
or niche.3
Multiple studies over the years have highlighted the significant failure
rates associated with traditional change initiatives, but what about the
change associated with digital transformation?4
According to some
leading thinkers, the question of organizational change in the current
digital age is the most important of all; as Harvard Business Review
senior editor Andrea Ovans says, “The question we should be asking
is not what utterly unpredictable new things will turn up to annihilate
your businesses but what form of organization is appropriate to
capitalize on them.”5
This white paper explores how and why effective organizational change
management is a make-or-break issue in this digital age. It further
identifies some of the challenges of managing digital change, with
recommendations on how to address them.
4. 4 KEEP CHALLENGING January 2017
Digital Dominates the Global Agenda
At the 2016 Davos World Economic Forum, digital graduated to the main stage, and
was named as key to the “Fourth Industrial Revolution” by the event’s organizers.
6
We have been tracking the rise of digital since 2010, and helping our clients to define
and execute on their digital strategies. Common questions we hear include, “What
is digital?” “What should we be doing in terms of digital?” “What are the main
digital challenges we should anticipate?” “How can we manage the transition?”
These questions are considered below, leveraging our primary research, our own
experience across industries and secondary research.
Defining Digital
To clarify, digital is not entirely new. We are all familiar with Web and mobile
channels, as well as the predictive analytics used by Amazon to make recommen-
dations based on customers’ purchasing histories. Mobile use is rampant; in Hong
Kong alone, there were 2.4 active mobile connections per citizen in 2015.
7
Cloud is
also widely used today – think Google’s Gmail delivered through a browser. Over a
billion people use Facebook, and collaboration tools such as Yammer are quickly
being integrated into the corporate domain.
So if digital technology is not new, then
why all the commotion? The answer is
that with the onslaught of these digital
technologies, customer (and employee)
experience expectations have skyrocket-
ed. Just as important, when these digital
elements are combined – such as social,
mobile, analytics and cloud (aka, the
SMAC Stack
8
), Internet of Things (IoT),
3-D printing, artificial intelligence (AI)
and more – within the right governance
structure, then business and IT processes
can be transformed.
While no standard definition of digital
exists, it clearly goes beyond implementing the technology itself; organizations
are placing the customer, the mobile device, the revamped business process or
the new business model at the center of change, thereby improving the customer
experience, organizational agility, and the revenue and cost outcomes by connecting
the physical world to the digital.
In summary, we define digital as “innovation to connect technology, data science,
devices, design and business strategy to change a business process or customer
experience.”
9
Consider the music industry, in which established labels have been disrupted by
innovators like Pandora that stream digital music via the cloud across multiple
devices and use predictive analytics to personalize music offerings based on
individual preferences.
Success stories such as these – as well as Facebook, Amazon, Netflix and Google
(sometimes called the FANG vendors
10
) – are not isolated or random events but a
result of the distillation and the meaning made of digital data (or the Code HaloTM
)
that surrounds people, organizations, processes and “things.”
11
Consumers increas-
ingly expect a consistent, personalized and seamless experience across platforms,
products, promotions, prices and policies, and these companies deliver them.
While no standard definition of
digital exists, it clearly goes beyond
implementing the technology itself;
organizations are placing the customer,
the mobile device, the revamped
business process or the new business
model at the center of change.
5. ORGANIZATIONAL CHANGE MANAGEMENT: A MAKE OR BREAK CAPABILITY FOR DIGITAL SUCCESS 5
But while digital-native businesses such as these are able to design and build from
the ground up, it is more difficult for long-established organizations to transform.
This is where organizational change management for the digital era comes in.
Assessing the Criticality of Change Management
The failure rate for traditional technology change is widely understood to be
over 50%;
12
since digital transformation impacts entire organizations, including
structures and cultures, the challenge is likely even greater. In our experience,
successful change is more likely when the need for change, the capability to change
and the vision of a better future outweigh the emotional, personal and financial
cost of the change (see Figure 1).
Organizational culture and lessons learned from past change initiatives are
important considerations; according to some experts, corporate culture
outranks organizational silos and budget limitations as the greatest challenge to
digital efforts.
13
Navigating Change
In order to navigate a successful digital transformation journey, organizations
need to first understand and define what digital means to them, and identify the
specific opportunity that digital represents. A cookie-cutter approach to digital is
rarely recommended, as needs and opportunities vary dramatically across organi-
zations. Because digital affects all areas of the organization – and requires partici-
pation from stakeholders across the enterprise – effective change networks are
needed to distribute and disseminate the change efforts.
The Mathematics of Change Management
Figure 1
X X
> +
The conditions that need to be established and maintained to enable change:
Need for
change
Vision of
a better
future
Capability
to change
Emotional/
personal
cost
Financial
cost
According to some experts, corporate
culture outranks organizational silos
and budget limitations as the greatest
challenge to digital efforts.
6. 6 KEEP CHALLENGING January 2017
To navigate digital change, organiza-
tions need to:
• Assess where digital and change
leadership skills exist today and
bring them together in cross-functional
groups governed by a digital council.
The groups should operate according to
a defined charter with the involvement
of senior digital leadership.
• Build the business case. There is no
lack of supporting materials to quickly
identify the “burning platform” relevant for each industry. Businesses need to
define the digital and change capabilities that are needed and assess their cur-
rent maturity against these findings. Communicating the capability gaps can be
an effective tool for business and IT alignment.
• Identify digital initiatives that bridge capability gaps. These initiatives need
to be communicated widely, using creative mechanisms such as vision videos,
pop-up stands in reception areas, vibrant brands, microsites and participative
opportunities for employees at all levels to engage in.
Change Requires Top Leadership
Digital responsibilities, when not directly assumed by the CEO, are often assigned to
others in the C suite, such as the chief information officer, chief technology officer,
chief financial officer or chief marketing officer. Shared responsibilities may be the
right option for some organizations; no matter which approach is taken, however,
we believe it is imperative to have dedicated leadership that is empowered to
connect across all stakeholders; break down organizational silos; define the digital
strategy; design the operating model and customer journeys; manage skills, capa-
bilities and resourcing needs; make sense of digital data; promote a digital-first and
innovative culture; set up the digital office; ensure cybersecurity; monitor digital
value; realign reward structures; and address the many other aspects that result
from digital change.
In our survey of 200 CIOs and IT leaders across the U.S. in late 2015, 42% of respon-
dents identified the CEO as leading digital initiatives, while 24% indicated the CIO,
and 20% the CFO. Strong collaboration between the CIO and CMO was highlighted
as a key success criteria, since a major portion of digital funding typically comes
from marketing and IT budgets.
14
In another recent survey of more than 300 C-level
executives and direct reports across Asia, we found as many as 70% plan to appoint
a chief digital officer (CDO) within the next two to three years.
15
Because digital impacts most if not all major business and IT processes, it is best to
define, document and assign transformation responsibilities as early in the initiative
as possible. Forward-thinking companies make their organization-wide processes
available to all employees, which drives engagement by helping people see how
their roles fit into the overall strategy, keeping in mind that select processes may
need to remain accessible only to authorized employees for reasons of security or
competitive strategy.
Championing digital from the top levels of the organization is paramount, and CEOs
must get actively involved. This may include embracing a social media presence,
such as Twitter or LinkedIn, or leveraging internal collaboration tools such as Slack,
Yammer, Chatter, Jabber or blogs. Corporate leaders can share thought leadership
on dedicated platforms, ensuring adequate resources are assigned to continually
Because digital affects all areas
of the organization – and requires
participation from stakeholders across
the enterprise – effective change
networks are needed to distribute and
disseminate the change efforts.
7. deliver fresh content.
16
These activities will not only help leaders better understand
digital channels, but they will also drive an open and transparent culture supportive
of digital change adoption.
A powerful idea for driving digital change is to provide all significant change ini-
tiatives with a unique brand and online collaboration space. While this may be a
major cultural shift for organizations accustomed to sharing information on a need-
to-know basis, the end result – competitive differentiation – is worth the effort.
After all, an intense customer focus – coupled with the ability to innovate and act
quickly – is difficult for competitors to emulate.
17
Organizations should not forget to include digital natives along with more senior,
tenured managers. As members of the millennial generation have entered the
corporate world, they have introduced the expectation of internal collaboration and
transparency, as well as mobility and use of their own devices. Millennials can be
engaged to monitor the latest disruptive technologies, identifying both potential
threats and possible partnership or acquisition opportunities.
A powerful idea for driving digital
change is to provide all significant
change initiatives with a unique brand
and online collaboration space.
Quick Take
In our view, organizational change management in the
digital era must focus on the following:
• Form a digital council, led by one or more col-
laborative senior leaders, to define, sponsor and
implement the digital opportunity and build an
innovation practice. The initial operating budget
for innovation and digital transformation initiatives
could be set at 1% to 2% of revenue.
• Develop a clear digital change vision. Assess both
digital capabilities and change maturity, and define a
roadmap to achieving the vision. Leverage the latest
organizational change management methodologies
that recognize the need for business agility, such as
Kotter International’s Accelerate
18
or our own OCM
framework,
19
supplemented with the latest digital
tools to implement and sustain lasting change.
• Use Agile methods to speed benefits realization,
which will compound support for digital efforts.
• Grow digital talent both from within the organiza-
tion and by leveraging external support as needed.
Incentivize the growth of digital skills, set clear
digital goals, and appraise, recognize and reward
employees who demonstrate they are working
toward these goals.
• Build a digital culture, including open and
transparent communications from top
leadership levels. Leaders should leverage
company-wide collaboration platforms
and e-learning techniques to
encourage wider engagement
through extensive
communication of digital
initiatives.
Organizational Change Management: The Digital Difference
ORGANIZATIONAL CHANGE MANAGEMENT: A MAKE OR BREAK CAPABILITY FOR DIGITAL SUCCESS 7
8. 8 KEEP CHALLENGING January 2017
Finding Digital Talent
A major challenge for digital change is recruiting and retaining digital talent. In
our recent research of over 420 decision-makers across the U.S. and Europe, 94%
of respondents agreed that the digital skills gap was hampering digital transfor-
mation. As a result, many companies are beginning to work with smaller, nimbler
clusters of talent that serve a particular market or niche. Doing so requires a shift
away from rigid, hierarchical organizational models, which would hamper efforts
to access, team and co-create with global talent pools that sit at the edge of the
organization.
20
Because of the vast need for training, approaches will shift from face-to-face, to
more cost-efficient methods that are on-demand, online and based on mobile
platforms, such as private YouTube or Vimeo channels. Other approaches include
massive open online courses (MOOCs), including Coursera and micro-learning
techniques that deliver content in short bursts on an as-needed basis via mobile
learning platforms such as Umu and Google’s Primer.
21
While organizations must
quickly establish digital talent, they also must balance speed with assurance that
they are acquiring the right resources.
Encouraging Acceptance
Early in the program, leaders
should identify influential indi-
viduals who may be inclined to
resist the proposed digital change,
and be prepared to personalize
benefits communications with
these stakeholders, possibly at the
senior sponsorship level. Inclusive,
extensive and transparent com-
munications will help encourage
adoption of the digital strategy,
by giving anyone who is interested
an opportunity to be part of the
solution.
Adoption and enthusiasm can also be nurtured with digital methods that encourage
audience participation, such as mobile-enabled real-time voting tools like
Mentimeter.
22
Mobile SMS and WhatsApp channels can reach a wide audience, but
organizations should be mindful that these approaches complement rather than
replace the need for broader channel communications.
To instill a culture of participative innovation, organizations can crowd-
source and prioritize employee ideas, ideally on open voting platforms. Such
platforms can also help to scale and rapidly monetize innovation ideas, thus
further generating excitement and adoption. We have developed collaborato-
ries and “techquariums” around the world to help organizations quickly trial
innovations at lower investment levels than traditional technology procure-
ment methods.
23
Quick wins and agile methods can also lead to faster benefits realization, which can
speed acceptance.
Shoring up Human Resources
Leaders should be ready to answer tough questions from employees, such as the
impact of digital automation and self-service initiatives on headcount, as well as the
Many companies are beginning to work with
smaller, nimbler clusters of talent that
serve a particular market or niche.
Doing so requires a shift away from rigid,
hierarchical organizational models, which
would hamper efforts to access, team and co-
create with global talent pools that sit at the
edge of the organization.
9. ORGANIZATIONAL CHANGE MANAGEMENT: A MAKE OR BREAK CAPABILITY FOR DIGITAL SUCCESS 9
need for additional talent resources, such as design thinkers,
data scientists and more. With the continued option of
sourcing talent from external providers, as well as the growth
of the gig economy,
24
new talent acquisition may not always
mean adding permanent headcount.
To create individual accountability and ensure employees are focused on strategic
priorities, managers should include digital objectives and measures in perfor-
mance reviews, or organizations could even consider replacing the annual per-
formance cycle with year-round recognition tools, such as WorkStride, Kudos or
YouEarnedit.
25
No matter which approach they take, it is increasingly clear that the human
resources function needs to play a major role in digital transformation, particu-
larly in terms of the impact on organizational restructuring, talent recruitment,
employee performance and corporate values. Forward-thinking HR leaders will
actively support the digital change, recognizing the unprecedented opportunity to
provide an enormous competitive advantage to their business.
26
Identifying a Methodology
Many organizational change management methodologies are available that can be
leveraged for digital. Most will mandate a strong change vision and sponsorship,
followed by thorough change planning, managed implementation, and an approach to
embedding the new ways of working into the organization to sustain lasting change.
Looking Forward
Digital is increasingly driving business performance today, and transform-
ing business models across all industries. If organizations have not yet started
to understand and embrace digital in a way that is relevant to their needs and
strategies, they may already be on the path to extinction.
In our recent research of more than 2,000 IT and business
decision-makers in the U.S. and Europe, digital leaders
already have a 160% advantage over laggards when it
comes to digital.
27
While change may be difficult to achieve, building a digital
sense of urgency is increasingly easy to accomplish. Orga-
nizations should be mindful of the words of former GE
Chairman Jack Welch: “When the rate of change inside
an institution becomes slower than the rate of change
outside, the end is in sight.”
28
If organizations have not yet
started to understand and
embrace digital in a way that
is relevant to their needs and
strategies, they may already be
on the path to extinction.
Early in the program, leaders should identify
influential individuals who may be inclined
to resist the proposed
digital change, and be
prepared to personalize
benefits communications
with these stakeholders.
10. 10 KEEP CHALLENGING January 2017
Depending on where your company is in terms of digital maturity, we recommend
the following actions:
• Bring together digital stakeholders under executive leadership to develop
and drive the digital vision.
• Define an approach to encourage innovation, allowing all employees to partici-
pate in strategic ideation, further ensuring engagement and adoption.
• Develop a strong digital change vision, assess digital maturity and capabili-
ties, and then leverage an organizational change management methodology
that recognizes the need for business agility.
• Use Agile methods for faster benefits realization, which further encourages
support for digital efforts.
• Grow digital talent from within, create digital champions and leverage external
support as needed. Incentivize employees by setting clear digital goals, and then
appraise, recognize and reward their efforts.
• Build a digital culture, including open and transparent communications from
the top, leveraging company-wide collaboration platforms and e-learning to
extensively communicate digital initiatives.
As futurist Joel Barker said, “No one will thank you for taking care of the present
if you have neglected the future.”
29
We are in the midst of a once-in-a-generation
transformation. Change is not optional.
Leverage an organizational change
management methodology that
recognizes the need for business agility.
While change may be difficult to
achieve, building a digital sense
of urgency is increasingly easy to
accomplish.
11. ORGANIZATIONAL CHANGE MANAGEMENT: A MAKE OR BREAK CAPABILITY FOR DIGITAL SUCCESS 11
Footnotes
1 Christine Zhen-Wei Qiang and Carlo Rossotto, Chapter 3 of Information and
Communications for Development 2009, The World Bank, http://siteresources.
worldbank.org/EXTIC4D/Resources/IC4D_Broadband_35_50.pdf, and Carlo
Rossotto, “A Digital Leap for the Arab Wold,” The World Bank, Feb. 5, 2014, http://
www.worldbank.org/en/news/opinion/2014/02/05/a-digital-leap-for-the-arab-world.
2 Klaus Schwab, “Will the Fourth Industrial Revolution Have a Human Heart?” World
Economic Forum, Oct. 27, 2015, https://www.weforum.org/agenda/2015/10/will-the-
fourth-industrial-revolution-have-a-human-heart-and-soul/.
3 “People – Not Just Machines – Will Power Digital Innovation,” Cognizant
Technology Solutions, April 2016, https://latestthinking.cognizant.com/content/
dam/Cognizant_Dotcom/article_content/digital/People-Not-Just-Machines-Will-
Power-Digital-Innovation-codex1850.pdf.
4 Michael Bloch, Sven Blumberg and Jurgen Laartz, “Delivering Large-Scale IT
Projects On-Time, On-Budget, and On-Value,” McKinsey & Co., October 2012,
http://www.mckinsey.com/insights/business_technology/delivering_large-scale_it_
projects_on_time_on_budget_and_on_value; “Why Change Management?” Prosci,
https://www.prosci.com/change-management/why-change-management;
Ron Ashkenas, “Change Management Needs to Change,” Harvard Business Review,
April 16, 2013, https://hbr.org/2013/04/change-management-needs-to-cha;
Shane Hastie, Stephane Wojewoda, “Standish Group 2015 Report,” InfoQ, Oct. 4,
2015, https://www.infoq.com/articles/standish-chaos-2015.
5 Andrea Ovans, “What We Know, Now, About the Internet’s Disruptive Power,”
Harvard Business Review, Jan. 28, 2015, https://hbr.org/2015/01/what-we-know-
now-about-the-internets-disruptive-power.
6 Klaus Schwab, “The Fourth Industrial Revolution,” World Economic Forum,
https://www.weforum.org/pages/the-fourth-industrial-revolution-by-klaus-schwab.
7 Wikipedia entry on list of countries by number of mobile phones in use, https://
en.wikipedia.org/wiki/List_of_countries_by_number_of_mobile_phones_in_use.
8 Malcolm Frank, “Don’t Get SMACked: How Social, Mobile, Analytics and Cloud
Technologies Are Reshaping the Enterprise,”Cognizant Technology Solutions,
November 2012, http://www.cognizant.com/InsightsWhitepapers/dont-get-
smacked.pdf.
9 Manish Bahl, “An Open Letter to CEOs on Digital Transformation,” The Center for
the Future of Work, July 1, 2015, http://www.futureofwork.com/article/details/an-
open-letter-to-ceos-on-digital-transformation.
10 “FANG Stocks,” Investopedia, http://www.investopedia.com/terms/f/fang-stocks-fb-
amzn.asp.
11 Malcolm Frank, Paul Roehrig and Ben Pring, Code Halos: How the Digital Lives
of People, Things, and Organizations are Changing the Rules of Business, Wiley,
2014, http://www.amazon.co.uk/Code-Halos-Organizations-Changing-Business/
dp/1118862074.
12 Michael Bloch, Sven Blumberg and Jürgen Laartz, “Delivering Large-Scale IT
Projects On-Time, On-Budget and On-Value,” McKinsey & Co., October 2012, http://
www.mckinsey.com/insights/business_technology/delivering_large-scale_it_
projects_on_time_on_budget_and_on_value.
13 Brian Solis, “The 2014 State of Digital Transformation,” Prophet, http://www.altim-
etergroup.com/2014/07/the-2014-state-of-digital-transformation/.
12. 12 KEEP CHALLENGING January 2017
14 “Being Digital: How and Why CIOs Are Reinventing Themselves for a New Age,”
Cognizant Technology Solutions, January 2016, https://www.cognizant.com/
content/dam/Cognizant_Dotcom/article_content/insurance/Being-Digital-How-and-
Why-CIOs-Are-Reinventing-Themselves-for-a-New-Age-codex1508.pdf.
15 Manish Bahl, “Asia Rising: Digital Driving,” Cognizant Technology Solutions,
October 2015, http://www.cognizant.com/InsightsWhitepapers/asia-rising-digital-
driving-codex1403.pdf.
16 Digitally Cognizant blog, http://digitally.cognizant.com/.
17 Steven DeLaCastro and Tina Juillerat, “Digital Banking: Time to Rebuild Your Orga-
nization (Part III of III),” Cognizant Technology Solutions, February 2015, http://
www.cognizant.com/InsightsWhitepapers/digital-banking-time-to-rebuild-your-
organization-part-III-of-III-codex1266.pdf.
18 Kotter International website, www.kotterinternational.com.
19 For more on Cognizant’s organizational change management framework, see our
white paper “A Framework for Digital Business Transformation,” https://www.
cognizant.com/InsightsWhitepapers/a-framework-for-digital-business-transfor-
mation-codex-1048.pdf or visit us at our website, https://www.cognizant.com/
consulting/change-management.
20 “People – Not Just Machines – Will Power Digital Innovation,” Cognizant
Technology Solutions, April 2016, https://latestthinking.cognizant.com/content/
dam/Cognizant_Dotcom/article_content/digital/People-Not-Just-Machines-Will-
Power-Digital-Innovation-codex1850.pdf.
21 Interactive learning platform, www.umu.com; Google’s Primer micro-learning
platform, https://www.yourprimer.com/.
22 Mentimeter website, https://www.mentimeter.com/.
23 Find out more about Cognizant’s techquariums at https://www.cognizant.com/
Techquarium and the Cognizant Collaboratory at https://www.youtube.com/
watch?v=mJk_MuIAFF4.
24 A gig economy is an environment in which temporary positions are common and
organizations contract with independent workers for short-term engagements.
25 Workstride website, www.workstride.com; KudosNow website, www.kudosnow.com;
YouEarnedIt website, www.youearnedit.com.
26 “Elevating the Digital Employee Experience,” Cognizant Technology Solutions,
August 2015, http://www.cognizant.com/InsightsWhitepapers/Elevating-the-Digital-
Employee-Experience-codex1487.pdf.
27 Paul Roehrig and Ben Pring, “The Work Ahead: Mastering the Digital Economy,”
Cognizant Technology Solutions, September 2016, https://www.cognizant.com/
whitepapers/the-work-ahead-the-future-of-business-and-jobs-in-asia-pacifics-digi-
tal-economy-codex2255.pdf.
28 GE Annual Report, 2000: http://www.ge.com/annual00/download/images/
GEannual00.pdf.
29 Joel Barker is an author, speaker and futurist. For more information, see http://pre-
mierespeakers.com/joel_barker/bio.
13. ORGANIZATIONAL CHANGE MANAGEMENT: A MAKE OR BREAK CAPABILITY FOR DIGITAL SUCCESS 13
About the Author
Peter Steward is a Senior Director and Head of Cognizant Business Consulting
for the Middle East region based out of Dubai, specializing in strategy and
transformation consulting (program management, digital transformation, IT
advisory, people and organization and operational excellence). He has over 20
years of global consulting experience and speaks frequently on topics such
as strategy and change management. Peter graduated from the University of
Sussex with a first-class physics and management bachelor’s degree and holds
a Level 3 certificate in investment management (CFA). Peter can be reached at
Peter.Steward@cognizant.com | https://ae.linkedin.com/in/petersteward.
Acknowledgments
The author would like to thank the following people for their valuable contribu-
tions to this white paper: Manish Bahl, Senior Director in Cognizant’s Center for the
Future of Work; Lester Lam, who leads Cognizant’s Digital Works practice globally;
Steven DeLaCastro, who leads Cognizant’s “Bank of Tomorrow … Today™” digital
banking program; Venugopal K, who leads Cognizant’s Strategy and Transforma-
tion consulting for APAC; Wim Van Hennekeler, who leads Cognizant’s Strategy
and Transformation consulting for Continental Europe; and Alan Alper, Cognizant’s
Editorial Director.