Re-define Culture. Blend responsivenesss with responsibility Digital Transformation cannot ignore speed, empathy and responsiveness - to both internal and external/end customers

Several companies fail even with a 'digital first' vision and strategy. Lack of responsiveness and motivation in staff - is a key contributing factor. It is like a disease that creeps throughout the organisation, and needs to be fixed on top priority before complacency sets in. Try a simple exercise - ask ten individuals from each department to log some simple metrics for 3-6 months on a daily basis. 1. HR - time taken from interview to start date for perm hires/contractors, 2. Customer Service - time taken to answer a call, 3. All - time taken to return a missed call, 4. Customer Servicetime taken to resolve customer complaints, 5. All - time taken to respond to emails from both end customers and internal colleagues alike. 6. Finance - Time taken to process/reimburse staff expenses. Then review the results - you will know where you stand.

Conclusion: Being Digital is about having a responsive culture across the organisation

Simplify channels and journeys so they offer the same exprience to your customers Greater the silos in channels, greater the effort, time and cost to harmonise customer experience across channels

A Utilities Client with a Digital ambition - have 6 Lines of Business - completely working in isolated towers with their own IT, complex business processes, customer journeys, underutilised staff, limited skills, contact centres with no uniformity in technologies and channel disparities between LoBs. A quick check to see if your organistaion has the same symptoms - Find a champion from each Line of business and ask them to map out a list of key business processes, people skill profiles, technology platforms and channels for engaging with customers, volume of back-logs for unresolved customer complaints etc. for 3 months. Review the results - you will be surprised. This input will be crucial to defining your Omnichannel Blueprint and execution strategy

Conclusion: Digital Omnipresence requires breaking silos focusing on the 'RHS' factors - 1. Rationalisation 2. Harmonisation 3. Standardisation of people, process and technology

Invest in an AGILE coach to become fully AGILE-ready across the organisation You can't introduce AGILE when the rest of the organisation is wired for Waterfall

Many businesses are quite myopic to realise that their sluggishness is due to internal non-value-adding and cumbersome processes. They operate like Supertankers - with little room to manouver and rapidly change course. On the contrary, being AGILE can transform your delivery engine from being a supertanker to a speedboat. Capture some metrics for 3 months on at least 5 projects of different sizes and complexities for their as-is delivery methodology ( typically waterfall) 1. Time it takes for a project from initiation to kick-off ( with an approved business case) 2. Level of documentation/deliverables and life-cycle processes to follow 3. Time spent in ad-hoc status reporting 4. Time spent in QA & audits 5. Time spent in meetings including SteerCos 6. number of Change Requests - to originally agreed scope 7. Time and cost overrun 8. Contingency utilised 9. Cost of all risks mitigated 10. Defect density across life-cycle. Compare these and you will be surprised with the common patterns of loss of time, productivity, efficiency and cost in delivering projects. This should be the trigger to change to AGILE

Conclusion: AGILE is the only way to being Digital - with a continuous release of products and services giving you a competitive advantage. Add DevOps to this and you can shift to top-gear to attain this goal - faster.