Senior business leaders often have a clear vision as to how they want their digital transformation strategy to work, but often fail in getting it...
That’s why taking the time to create an effective and results-driven digital transformation strategy is key to success, and although a cookie cutter approach cannot be applied, the following top tips provide an excellent starting point for thinking about digital change:
How do you currently communicate with your stakeholders? And more importantly, how do your stakeholders currently engage with your organisation, products and/or services? Taking the time to understand your target demographic, and any ‘pain points’ they are likely to experience as part of their customer or user journey, provides an excellent starting point for driving digital change.
Why? Agile, adaptable and customer-centric organisations are those that not only understand their stakeholders, but they retain them too, driving resulting and long-term business growth.
A key part of driving a successful digital transformation strategy is taking calculated risks.
Using technologies to improve efficiencies, drive cultural change and improve stakeholder engagement may sound obvious, but so many large organisations are afraid of the impact in implementing change that they step back from risk, remaining in their comfort zone and hindering growth as a result.
In order for a digital transformation strategy to be effective, it has to durable.
For example, appointing an existing team member to temporarily implement digital change in their own department may work for the short-term, but it won’t for the long-term. Why? A key part of delivering a successful and durable digital transformation strategy is having the buy-in from existing team members. Therefore, appointing someone who is respected in each department to drive and support change is a necessity, where any short-term appointments will deliver short-term results.
For digital transformation to be successful, you need buy-in from all staff members.
This includes communicating the reasons as to why you are driving digital change, what outcomes you hope to achieve and the positive impact it will provide for staff, customers and all other stakeholders alike.
A core part of this process is asking team members for their ideas and contributions –ranging from the pain points they experience in their day-to-day role to ideas for improved customer engagement and retention.
Ultimately, increased staff involvement leads to brand representation, meaning they are more likely to be engaged, ready to learn and supportive of digital change as new technologies and processes are introduced.
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This report looks at the past, present, and future challenges institutes are trying to navigate as well as student insights from UCAS on why students are holding back from applying to university.
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