The DX Journey in the Enterprise and its Leadership
• Program leader ( DX Leader ) to drive and steer the program execution
Before an organization can embark on a DX initiative , it must assess the nature and scale of the challenges it is facing and find the optimal way forward . The organization must also understand that DX is not about technology 11 . Furthermore , the organization keep a balance between having a bold vision and maintaining a pragmatic and realistic perspective about its ability to execute it , with consideration of the resources , expertise and time available .
When starting a DX journey , organizations should go through a reflection period and deliberate on a number of important DX-related questions and analyze their impact on business , value proposition , operation , and bottom-line , for example :
• How will the markets that the organization is servicing look like in 5 years ? and what is needed to succeed in these new markets ?
• What are the main challenges and pain points facing the organization ? disruptive technologies , growing competition , pressure to adopt new business models , etc .?
• What are the “ better outcomes ” that can best address the challenges ?
• What changes are needed to address these challenges ? Are these changes needed at the enterprise level ( i . e . strategic ) or are they focused on particular processes ( business unit , production line , etc .)?
• Who will sponsor and drive the DX initiative at the executive level ? a CxO level person ?
• What is the level of investment and how will the transformation affect the ROI ?
• What is the definition of success ? can it be measured ? What are the KPIs ? 12
• What are the execution priorities ? organization , process , supply chains , etc .
• What is the timeframe for starting DX efforts and what are the milestones along the way ?
• Which transformation-enabling technologies should be considered ?
• Besides technology , what other changes are needed for the organization structure and human resources ? expertise , structure , re-skilling , etc .
• Which business processes need to be changed to best capitalize on DX and its underlying changes ?
• How has the pandemic impacted the urgency of transitioning to digital ? 13
• What risks and friction points are likely to be encountered during the DX journey ? see the Risk Management sub-section
• What is the cost of inaction or late action ?
• Who are the stakeholders in the DX journey ? their perspectives , roles , win positions
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IIC Journal of Innovation 25