At this stage in our post-COVID era, the vast majority of businesses have deployed at least some technological solutions in order to accommodate our new reality.

And as a result of shifting client preferences, supply chains, and procedures, a lot of companies are thinking about how they might completely overhaul their digital operations in order to maintain their competitive edge.

However, you are probably battling with a typical topic regarding digital transformation, and that question is how to get started.

This post will provide you with a beginning point for the digital journey that your firm will take, as well as a knowledge of the strengths and weaknesses that already exist in your organisation.

From there, you may begin to consider how you might strengthen weak spots and capitalise on strong points to develop business practises that position your company as the only option that makes sense to your clients.

First and foremost, be aware of the opportunities.

How exactly did Netflix make it such that Blockbuster could no longer compete?

by having an awareness of what the potential benefits of technology may be for both their company and their consumers.

Blockbuster was aware that they could provide movie rentals to customers that entered its locations.

However, Netflix saw that they could provide consumers a far greater variety of films, let them browse from the comfort of their own homes, ship out the films, not charge any late fees, and ultimately give limitless streaming films and TV for a relatively low monthly subscription cost.

Companies that provided taxi services were aware that they could transfer customers from point A to point B.

But Uber was aware that it could transport passengers, pick them up within minutes, present them to the driver, display how much the ride will cost, and quickly process payment.

What benefits may customers derive from the use of technology? What would the perfect version of their experience be like in this world, which has rapidly evolved, and beyond?

Naturally, many of the initial replies you provide will be determined by the urgent requirements of the consumers.

That’s not a problem. Just try to keep the bigger picture in mind at all times.

Consider the possibility that your company will go out of business.

Your first thought is probably that Coronavirus has already accomplished this.

However, you should make an effort to think about the chances that may be found despite the difficulties.

Gather several members of the team together and address the question, “In addition to the changes we need to make as a result of the virus, how could competitors and potential disruptors further destroy our business model?”

Remember that everyone else in your sector is making the same fundamental changes that you are doing right now; the question is how they are possibly going above and beyond what you are doing.

The responses will, of course, be specific to your company, but examples of possible responses include saying something like, “They could provide made-to-order products at scale, with two-day delivery.”

Alternately, “With just the click of a button, they could provide information on the production process as well as the ingredients’ provenance.”

Alternately, “They could make the use of telemedicine the standard for primary care consultation.”

Instead than clinging to a business model that is on its way out, you should take advantage of this chance to build the customer experience of the future.

Evaluate current practises

Where exactly are the inefficiencies and points of contention in the procedures that you now use? What kinds of ways might technology make your operations more efficient?

You do not need to be familiar with every technological option that is now available.

Just ask your workers what they think is causing things to go more slowly or what they think is making things more difficult and complicated than they need to be.

Inquire about how it is affecting them, as well as how it is affecting their consumers.

Ask them what they would do to fix it if they could do anything to make a difference in the situation.

It’s probable that you’ve already learned a lot about what aspects of your procedures are functioning effectively (and what aren’t) because the majority or all of your personnel has transitioned to working remotely.

You are making steady progress in reorganising the way that your team functions, and you can do the same thing with all of your systems.

It is essential that you bear in mind that the purpose of this process is not only to make modifications; rather, it is to completely transform your company into a digital one.

Evaluate your digital platform

Is your organisation stymied by a spaghetti of outdated systems?

Technologists use this word to describe digital platforms that have convoluted code, a proliferation of systems that are built on top of one another, and a needless complexity.

As a consequence of this, it is more difficult to modify procedures, it is nearly impossible to have complete perspectives of customers, it is more difficult to verify assumptions, and agility cannot be achieved.

On the other hand, a digital platform that has been thoughtfully developed enables real-time analytics and the customisation of consumer experiences, as well as synchronised multichannel operations, scalability, and centralization.

If your platform is entangled in legacy spaghetti, which is virtually always the case for any firm that is more than ten years old, you should prioritise platform reform as the primary focus of your digital efforts.

As a matter of fact, there is a significant likelihood that you have already begun this as part of the COVID-related activities you have been doing.

Be careful that you do not produce a new version of the issue by carelessly affixing new components in a Frankenstein-like fashion as you proceed.

The success of the remainder of your digital endeavours is directly proportional to how clean your platform is.

Raise awareness among the stakeholders

A lack of urgency has been a major hurdle to transformation for many businesses, particularly in sectors that are notoriously resistant to change.

It’s possible that senior-level members of the team were caught in the “wait and see” trap before this COVID struck and forced everyone’s hand.

Still others could have fallen victim to the “overwhelm” trap, while others still might have been caught in the “too much hype” trap.

Now that everyone is required to transform regardless of whether or not they want to, it is a good moment to address the bigger picture rather than focusing just on the immediate patches.

As a result of the fact that many businesses are now coping with the aftermath of deferring their digital improvements, stakeholders are now more aware than ever before of the impacts that would result from doing nothing.

Because of this understanding, you will have an easier time making the case for consistent and progressive digital implementations.

After all, Jack Welch made the illustrious observation that “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

Just get started!

You are aware, I assume, that COVID is pressuring all businesses to transition to digital systems, right?

You are aware that transitioning your business to digital platforms is ultimately a smart and lucrative decision for your company.

However, there is a possibility that you are still unsure about your initial step.

When you are thinking about modernising old systems, do you go for a complete migration or a partial one? Which one is better, lift-and-shift or cloud-native? Which applications do you first migrate?

In the event that it’s data analytics, what are you hoping to begin finding out? Are you obtaining all of the necessary data at this time? Which mysteries are you attempting to solve at this time?

Find a pathfinder project that is significant in terms of the potential influence it may have but is limited in terms of the amount of time, resources, and risk it could take.

Be sure that this project has a crystal clear definition, that it will provide measurable results, that it will engage numerous stakeholder groups from throughout the organisation, and that, if it is successful, it will assist in proving the viability of your digital vision.

After that, you should be ready to demonstrate success in baby steps, after which you should reproduce and expand what succeeds.

In the end, transformation is not only a one-time change but rather a process of revolution via evolution that takes your organisation towards a state of always-on flexibility.

Conclusion

You could actually be in a better position than some of your other rivals now that making the move to digital is not only vital but also a pressing need.

They may be in the middle of implementing their technological ambitions when they are suddenly forced to switch gears.

You have the chance to move to technologies that represent where your systems and customers are today, where they are moving, and the trends that will affect business over the long haul once the Covid standard has been implemented.