When it comes to digital transformation fight the small battles first

In the next 12 months, millions on millions of dollars will be risked on a significant digital transformation project. Of a survey of 450 CIOs, 52% said that a majority of their current projects where being rushed to fulfill the corporate demand to implement faster and prepare less.

The central question that CIOs are asking is how they can satisfy the demands of their organization to implement transformative technologies without exposing them to such high risk. Here are three easy strategies that will help you lead your team to a successful digital transformation.

Strategize, Plan, Implement

To begin with, research current problems and possible solutions, make a list of top priority to low priority and then assess each one through the lens of cost vs. value. Then define the end result, break down the process into achievable steps, then set clear milestones and deadlines.

Take stock of what your current business status is. Create a simple assessment by asking yourself pertinent questions and rate on a scale from 1-10 how you currently respond and solve these quandaries. Use this as a benchmark as you implement new strategies. If in the end, if your business is less efficient than you have failed. The most significant risk to your business during your transformation phase is to forget that the most important things is… your business!

Avoid timeline pitfalls, stick to the plan

Many CIOs fall into the trap of constantly redefining the project in its formative stages chasing a perfect solution. Your project will go further and further past deadlines because you forgot about the big picture, which was to make business more efficient and not to burdoned it with transformative obsession. Good research and setting cost-effective and obtainable goals will give you confidence in following your plan.

Maximize results by minimizing the risk

Look for win/win initiatives that have high value and reduce risk to the company. Communicate your project goals with department stakeholders and assimilate their requests and concerns. It is a certainty that there are parts of their everyday duties that are problematic and need immediate solutions. Look to solve these problems first.

Also, gauge their readiness to implement the technologies and processes mandated by any new systems. Avoid as many, if not all disruptions of current processes for new ones as downtime is the most inefficient state for your company.

You are trying to resolve your problems, and any solution should be tailored to meet the needs of your everyday business operations. Evaluate your results by asking reasonable questions like “are we printing less” or “does it take less time to complete this task.” Be honest with yourself about the results.



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