The crucial skill needed for a digital transformation of business is the skill to transform business architecture. Surprisingly, most experts in digital transformation are fluent in digital aspects of their favorite platforms but cannot clearly explain and foresee its impact on business as a whole.
Too often digital transformation boils down to just implementation of certain digital platform or software titles. But software alone does not give any transformation as such. Vast majority of software solutions does not take care about peaceful coexistence and interaction with other similar solutions. Instead the goal is, as a rule, to eliminate competition. It often creates toxic and artificial alloys of randomly picked and poorly interoperable titles in IT landscape and business as a whole.
This explains ever growing demand of enterprises for universal business transformation technologies and skills capable to deliver smooth integration and evolution of existing business practice into digitally empowered and improved organization through efficient cooperation of workers and information technology into modern well managed business.
To succeed on this way, digital transformation must rely on architecture of business change. Carefully capture as-is processes, find a potential where digital components can improve these processes, draw expected to-be processes, estimate potential ROI and risks. These elementary BPM skills are too often absent or neglected, which leads to high rate of failures in transforming a business.
Role of business processes in a digital company is far more important than in a traditional organization because digital organization literally consists of the digital business processes it implements. Traditionally, most business processes are in possession of workers or groups of workers, in other words, process stakeholders. Every worker holds in memory, experience, notes or corporate regulations certain course of action to follow in every particular situation. This implicit or partially formalized set of rules comprises a business model of a company. The model is subject to change by mere verbal discussion and agreement between workers and management, happen business environment evolves or new challenges appear. Situation is entirely different in a digital organization. Digital systems do not have any implicit awareness on business aspects, just an explicit algorithm to do exact functions, for which they were designed. Therefore, a digital business system is a manifestation of a bu...
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