• There is no clear direction for everyone to follow . Often , a decision or vague vision like “ we want to be digital natives ” is given . This directive is then blindly followed down the hierarchy .
• Most companies , when thinking about DX , focus on automating their existing processes . They then put a digitisation lens on it and call it DX .
• When companies start doing ‘ something ,’ they usually plan it as a standard project , whether long or short-term , with milestones and a ‘ clear ’ outcome that must be achieved .
• There are no changes in fundamental skills , talent , technology , or culture within a practice . Only branches of the company start digital transformation , while the ‘ core ’ remains unchanged .
Defining DX When examining the traps people fall into regarding DX , it becomes clear why DX often fails or feels unsatisfactory . It ’ s like ordering something from AliExpress : by the time it arrives , six months later , you ’ ve forgotten why you bought it , and the excitement is gone . Sometimes , it might still be what you wanted . However , it ’ s often a letdown .
To redefine DX correctly , I align with David Rogers ’ perspective . He defines digital transformation as “ transforming an established business to thrive in a world of constant digital change .” This definition includes three key elements :
• Transforming an established firm : DX is about changing existing practices or business models , not just starting new ones .
• To thrive : It ’ s about creating new value — whether through time savings , cost savings , new products , or new delivery methods — that enhances existing elements like people , clients , and practices .
• Constant digital change : It ’ s about continuous exploration and innovation , adapting to the ever-evolving digital landscape .
Understanding these elements helps define what true DX entails and sets a clear direction for achieving it .
How do we relook DX ? David Rogers , a renowned DX consultant and lecturer , developed the framework - Digital Transformation Roadmap . He covers each step / stage more clearly .
To ensure our DX continues to grow at a pace that makes sense to our business , we can look at the tools that David provides , each step is critical in ensuring that transformation happens .
• Vision
• Priorities
• Validation
• Governance
• Capabilities
Shared Vision One of the most important parts of starting any journey , especially a DX one , is having a shared vision , north star , future landscape , right to win and business theories . This creates the driving force of why we are doing it and where we want to go , which gives us the ‘ why it matters ’.
Our vision for Kindle is every book ever printed in any language , all available in less than 60 seconds .
Amazon ’ s vision for the Kindle was defined before they even knew what the Kindle would be or look like , that is a strong vision . That vision provided me , with three things that they needed to design . 1 . Library ; a method of storing any book - their e-store . 2 . Distribution is a method of making sure the books reach the reader . 3 . Speed , they wanted it to be as fast as possible .
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