最高管理层和职能领导者之间的整体协作对于从数字化转型工作中创造持久价值是必要的。
新技术计划往往无法为企业带来真正的价值，让最高管理层领导者不得不应对缺乏切实成果的问题。在普华永道最新的脉搏调查中，88%的高管表示，他们的公司难以从技术投资中获取价值。您如何避免成为该团队的一员，并采取一种能够明显实现数字化转型目标的新方法？
带着战略愿景向前迈进，清楚地了解成功的样子，并了解变革管理的广度，是数字化转型的核心。阻碍技术投资创造价值的常见陷阱包括与业务目标不一致、缺乏用户采用、强调工具而不是战略、对如何获取价值感到困惑以及忽视文化契合度。
为了克服这些挑战，我们建议采用更好的现代化方法。通过将每个产品视为一个具有定义输入、交互和输出的生态系统，企业可以提取更多价值。深入研究特定模块使公司能够将资源集中在解决垂直挑战上，其中包括明确的业务问题，例如减少库存或缩短周转时间。跨不同的技术、流程和职能部门工作有助于推动快速一致的结果。
变革性行动往往与传统的优先事项相竞争;整个最高管理层的联盟可以帮助为增加技术投资铺平道路。技术前沿团队明白，转型需要协作，因此，从一开始就与关键业务职能部门密切合作。
技术和战略领导者可能会从与最高管理层和职能领导者建立伙伴关系中受益。数字价值转型为推动转型提供了新的方法和价值框架。在这种方法中，“价值”是通过垂直问题解决、生态系统内的协调、通过有针对性的解决方案、理想的用户体验和进化思维方式实现的：
- 垂直问题解决涉及解决特定的问题陈述，从而更加关注细节和精确度。
- 生态系统内的一致性确保技术计划与更广泛的业务战略相辅相成。
- 利用有针对性的解决方案涉及战略性地部署技术来解决业务挑战并创造杠杆来推动价值。
- 独特的用户体验专注于为最终用户设计卓越的体验，从而提高参与度和满意度。
- 进化思维将数字化转型视为一个持续的旅程，强调简短、有影响力的冲刺，以更快地交付价值和员工采用。
当这些元素协同工作时，企业可以创造持久的价值。例如，一家消费品公司使用先进的 AI 分析来优化产品植入，整合利益相关者的反馈并跟踪绩效。这导致销售额提高了 3%，客户满意度提高了 10-20%，并加强了与零售合作伙伴的关系。
技术本身并不是万能的。整体战略是确保新技能和技术与公司生态系统协调工作并实现解决业务挑战的目标的关键，而不仅仅是自动化现有流程。
数字化转型需要改变您的方法，重新定位您的战略，最重要的是，认识到重塑需要的不仅仅是代码和解决方案。这是关于了解您的业务环境的细微差别以及利益相关者的需求和愿望。
毫不奇怪，旧的传统业务转型方法不再有效。业务转型需要自身的重塑。它需要从应对日常挑战的角度转变方法。数字价值转型为组织重塑其技术基础设施和运营 DNA 提供了一条新途径，在季度冲刺中重新规划其未来，并在此过程中的每一点交付价值。
英文原文：
Digital Transformation Needs Its Own Reinvention
Holistic collaboration between the C-suite and functional leaders is necessary to create lasting value from digital transformation efforts.
New technology initiatives often fail to deliver real value for businesses, leaving C-suite leaders to deal with the lack of tangible outcomes. In PwC’s latest Pulse Survey, 88% of executives said their companies struggle to capture value from their tech investments. How can you avoid being part of that group and take a new approach that will demonstrably achieve digital transformation goals?
Moving forward with a strategic vision, a clear understanding of what success may look like and an appreciation of the breadth of change management is central to digital transformation. Common pitfalls that hinder tech investments from creating value include misalignment with business objectives, lack of user adoption, emphasizing tools over strategy, confusion on how to capture value and ignoring cultural fit.
To overcome these challenges, we recommend taking a better approach to modernization. By viewing each product as an ecosystem with defined inputs, interactions and outputs, businesses can extract more value. Taking a deep dive into specific modules allows companies to concentrate their resources on solving vertical challenges, which include clear business problems such as reducing inventory or improving turnaround time. Working across different technologies, processes and functional departments helps to drive quick and consistent results.
Transformative actions are often competing with traditional priorities; alliances across the C-suite can help pave the way for an increased investment in technology. Tech-forward teams understand that transformation requires collaboration and, as a result, work closely with key business functions from the get-go.
Tech and strategy leaders may benefit from building partnerships across the C-suite and with functional leaders. Digital value transformation offers a new approach and value framework for driving transformation. In this approach, “value” is achieved through vertical problem solving, alignment within the ecosystem, leverage through targeted solutions, desirable user experiences, and an evolutionary mindset:
- Vertical problem solving involves addressing specific problem statements, leading to greater attention to detail and precision.
- Alignment within the ecosystem ensures that tech initiatives complement the broader business strategy.
- Leveraging targeted solutions involves strategically deploying technologies to solve business challenges and create leverage to drive value.
- Unique user experiences focus on designing exceptional experiences for end users, leading to higher engagement and satisfaction.
- Evolutionary mindsets embrace digital transformation as a continuous journey, emphasizing short, impactful sprints for faster value delivery and employee adoption.
When these elements work together, businesses can create lasting value. For example, a consumer product company used advanced AI analytics to optimize product placements, incorporating feedback from stakeholders and tracking performance. This resulted in a 3% sales improvement, 10-20% higher customer satisfaction and enhanced relationships with retail partners.
Technology by itself isn’t a cure-all. A holistic strategy is key for ensuring that new skills and technologies work in harmony with a company’s ecosystem and toward objectives to solve business challenges, not just automating existing processes.
Digital transformation calls for shifting your approach, reorienting your strategy and, most importantly, recognizing that reinvention requires more than mere code and solutions. It’s about understanding the nuances of your business landscape and the needs and aspirations of your stakeholders.
It’s no surprise that the old legacy approach to business transformation doesn’t work as well anymore. Business transformation needs its own reinvention. It requires a shift in approach from tackling day-to-day challenges. Digital value transformation offers a new path for organizations to reinvent their tech infrastructure and operational DNA, recharting their future in quarterly sprints and delivering value at every point along the way.
