The Digitalization of Transformation
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“Digital Transformation” is an abbreviation of “transformation to operations that are based on the processing of digital information, to achieve goals”… In that way, "digital" is the target outcome; Transformation is not preoccupied with actual digital means of causing and managing the change; the core activity of transformation itself includes much that is not digital at all, but must be knowledgeable. What matters about digital modes, whether during or produced by change, is the impact of their effects.
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The Digitalization of Transformation
- 3. Definition of transformation Actual new form (a structural result) for a given purpose • Created through modification, not through replacement • Not simply a “trans-lation” (make different version of same form), nor “tran- sition” (move to different location of same thing) Understanding “Form” • Not just “shape” or “arrangement” • The significance of form is semantic: it is a type of entity, not just an item that occupies space in a certain way • In effect, form is an adjective+noun; modifying either term is “transformative”
- 4. Befores and Afters a. TRANSITION b. TRANSLATION c. TRANSFORMATION Several types of change are generically referred to as “transformations”. The importance of the differences rests with the stakeholders. (a.) It may be most important to do the same thing at a different location. (b.) It may be most important that different parties be able to adapt or adopt each other’s characteristics. Or (c.) it may be most important to be able to accomplish something (whether old or new) in a fundamentally different way.
- 5. Keys to transformation (generic) Remove prior constraints on change • Are prior/incumbent constraints rooted in beliefs, behaviors, mandates, environments, or other? • Conduct transparent assessments Achieve dynamic stability • Is scope of new implementation well-designed? • Stage dedicated deployment versus complexity Sustain duration of impact • Is scale of deployment sufficiently supported for effectiveness? • Proactively formalize post-pilot management and operational feedback
- 6. Focus: Why Transform? NEED: • Recovery, or… • Growth, or… • Innovation Benefit: Why Digital? GOALS: • Capability and Compatibility – versus obsolete operational environments • Economy – in acquisitions, provision, and maintenance • Speed – timeliness in demand and supply VALUE = BETTER, NOT JUST DIFFERENT
- 7. What is “digital” transformation “Digital Transformation” is an abbreviation of “transformation to operations based on the processing of digital information to achieve goals”… • A managed change… • of organization and operation… • from their status quo… • to new equivalents that are based on… • the use of digitized information as the fundamental material of… • most of the organization’s essential forms and functions While the focus here is on individual organizations, digital transformation has been much more apparent on the industrial scale.
- 8. Obvious digital transformations In-office Hierarchy Remote Collaboration Snail Mail E-Mail Bookstores Online Purchasing VHS Tape Streaming Taxi Service Rideshare Film Processing Photo Editing • Organizations • Processes • Products • Services
- 9. Processing and Utilization of Information
- 10. Dimensions of information utility What • Description • Message • Instruction • Explanation • Evidence • Criterion Why • Identify • Represent • Communicate • Guide • Influence • Evaluate Effects • Concepts • Awareness • Proofs • Decisions • Procedures Digitizing information makes all of the above easier to develop, manipulate, transmit, share, track, and retain. Greater ease of use supports efforts to assure quality, relevance, and
- 11. Items made or provided, digitally, to users INFORMATION PROCESSING DIGITAL DATA Digital CHANNELS Digital FORMATS Digital FUNCTIONS TOOLS SERVICESPRODUCTS FACILITIES ©2017 Malcolm Ryder / Archestra Research
- 12. Operational Leverage of the Digital Environment
- 13. A Culture of Operations in a Digital Environment RULES ROLES RELATIONSHIPS DEVELOPMENT DISCOVERY DELIVERY TOOLS PRODUCTS SERVICESFACILITIES Digital Transformation intentionally redesigns and redeploys operations by configuring them with resources and methods that are based on the ability to process digital information. ©2017 Malcolm Ryder / Archestra Research
- 14. Activity Models supported digitally RULES ROLES RELATIONSHIPS DEVELOPMENT DISCOVERY DELIVERY RECORDS STORAGE KNOWLEDGE CONTENT TOOLS PRODUCTS SOFTWARE DISPLAY COMMUNICA- TIONS MEDIA GENERATIVE OF AVAILABLE FROM OFFERED AS APPLIED FOR SERVICESFACILITIES ©2017 Malcolm Ryder / Archestra Research
- 15. Production values applicable for Recovery, Growth or Innovation solutions
- 16. Who When Why What Where How FINDING: improved originators real time indexing types locations reproduction extended self-published programmed cross-indexing selections storage capacity analytic surveying USING: improved targeted consumer self-serve ease rich media remotely readily upgradable extended broadcasting “always-on” matching diverse media ubiquitous multichannel secure SHARING: improved groups instantly compare expertise online promote extended collaboration unattended co-produce abundance of Ideas cheap distribution subscribe “Digital” Impacts on Information Usage Characteristics Effects of digital info usage can remove barriers, accelerate development, and increase economy of scale and scope. DEMAND-SIDE FEATURES ENABLED SUPPLY-SIDE FEATURES ENABLED ©2017 Malcolm Ryder / Archestra Research
- 17. Design future leveraging of a digital operating environment
- 18. Keys to transformation (generic) Remove prior constraints on change • Are prior/incumbent constraints rooted in beliefs, behaviors, mandates, environments, or other? • Conduct transparent assessments Achieve dynamic stability • Is scope of new implementation well-designed? • Stage dedicated deployment versus complexity Sustain duration of impact • Is scale of deployment sufficiently supported for effectiveness? • Proactively formalize post-pilot management and operational feedback
- 19. Conducting a “Digital Transformation” • What 1. Data 2. Processes 3. Management requirements 4. Support mechanisms 5. Organizational distribution of work • How A. Strategy B. Service design C. Measurement criteria D. Investment E. Training F. Governance • To Do: align to new platforms 1. Definitions and taxonomies 2. Systems management and interfaces 3. Transparency and rules 4. Knowledge management 5. Teams, partners and agreements • To Do: align to new expectations A. Objectives and priorities B. Product and Service management C. Value propositions D. Asset and expense management E. Learning and support F. Authority and reporting ©2017 Malcolm Ryder / Archestra Research
- 20. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings. All presented findings are derived exclusively from original research. Archestra notebooks carry no prescriptive warranty. As ongoing research, all notebooks are subject to change at any time. ©2017 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com Archestra research is done from the perspective of strategy and architecture. With all subject matter and topics, the purpose of the notes is analytic, primarily to: * explore, expose and model why things are included, excluded, or can happen in given ways and/or to certain effects. * comment on, and navigate between, motives and potentials that predetermine decisions about, and shapings of, the observed activity.