Overcoming barriers to digital transformation

The first step in any change is have a clear vision of what you want to achieve. Ask yourself: What are our goals? What do we want to achieve? Without doubt, focus on outcomes not outputs. Once you have a clear vision, it will be easier to identify the steps needed to get there.

The term ‘delivery lifecycle model’ is used to describe the process of change and guides teams through delivery from start to finish. A model creates a clear structure for each phase of the change – from development through to implementation. It will therefore clearly outline what is expected and who is involved at each stage.

Digital transformation can be a big change for your organisation, so it’s important to get buy-in from stakeholders early on. This includes everyone from your employees to your customers and don’t forget partners and suppliers. Above all, make sure they understand the benefits of digital transformation and how it will help your organisation achieve its goals. Think about the question “What’s in it for me?” for each of your stakeholder groups.

As with any transformation, it is important to understand the opportunities and problems an organisation is attacking and how current digital systems are being used. By engaging in meaningful two-way communication with staff members and others involved, decision makers will be able to identify the priority pinch points and areas for improvement. Once the change areas have been identified, creating an implementation strategy for the transformation journey will be much easier.

Effective communication and engagement can look different for each business. If you are working in a larger organisation or system you may choose to carry out surveys and create focus groups to represent the stakeholders throughout the change. In smaller businesses including the full workforce will pay dividends in terms of engagement.

Using employees and customers to support and engage with the change process lets them know they are being heard. It also means genuine technical problems are being addressed, increasing effectiveness and productivity. Continual engagement with the end users and “change champions” will build an impact assessment of what equipment, training and coaching are needed to transition from the current state to the new.

One of the biggest barriers to digital transformation is silos. Different departments may have different systems, processes and data, which can make it difficult to collaborate and share information. To overcome siloed thinking and behaviour encourage collaboration across departments around specific problems and opportunities. Encourage an experimental approach – propose theories and make changes to test the theory before delivering full changes.

Technical solutions may behave unexpectedly in your unique situation, plus people are infinitely inventive and will use solution in ways we never thought of. Allowing real people to trial new systems will provide great learning experiences and enable a smooth transition. A negative test result is a problem avoided for an end user.

By utilising the active users – in this case anyone who will use the programme – you will be able to identify whether the new software works cohesively with other programmes and fits into current workflows. An approach such as this drives efficiency and delivers solutions to the problems that have previously been identified. This can be achieved by running pilot groups or rolling the new project out in smaller phases.

Digital transformation requires investment in technology. However, it’s important to invest in the right technology that meets your organisation’s actual needs. Don’t just go for the latest and greatest technology, but instead focus on what will help you achieve your goals. Paying too much may give you more functionality than is needed; paying too little may be a false economy especially if you are building in effort for multiple users and impacting adoption.

Once change has been successfully implemented, there are vital steps that must be taken to ensure acceptance from employees. Thorough training should be provided for all users, especially staff and partners, on any new systems. This should be made easily accessible if employees need to refresh their knowledge at any time. Consider the mode of training: face-to-face, cascade, live online courses and video tutorials.

Similarly, it’s important to give support if users run into technical difficulties. Support could take the form of a service desk set up to ensure the new service is running smoothly or the creation of centrally-held resources and guides. You could also consider low effort support, e.g. Chatbots and FAQs.

Furthermore this is also an optimum time for business leaders to engage with the workforce and customers. Encourage feedback on any new systems, monitor productivity and efficiency levels to determine the success of the transformation. Measuring value and celebrating success can often be missed as busy organisations and their teams move on to the next urgent project. However the importance of this should not be overlooked to create a positive continuous improvement culture and to share best practice.

Digital transformation is an ongoing process, not a one-time event. To stay ahead of the curve, it’s important to embrace a culture of continuous learning. Encourage everyone within your organisation – from the board to the shop floor – to learn new skills and stay up-to-date with the latest trends and technologies.

Whilst the prospect of a digital transformation may initially feel overwhelming, there are ways to ensure a smooth transition. From using a delivery lifecycle model to plan the detail of each step, to engaging with the wider workforce, ensuring a successful and robust transformation that increases efficiency, productivity and both employee and customer engagement can be achieved.

Remember, digital transformation is a journey, not a destination. By following these tips, you’ll be well on your way to a successful digital transformation!