Digital Transformation - Dirty Dozen Success Criteria

Develop a Transformation Strategy & Scope

1.COMMUNICATE CLEAR VISION

Develop, Articulate & Communicate a  clear Transformation Vision 

Example:

A vision statement can be:

• Bridge the Online Offline Experience

• To be able to personalize the customer experience and relationship management to the highest degree.

2. UNDERSTAND THE CUSTOMER

Clearly connect Customer Experience to Operational Excellence

Example:

•It is very important to understand what customer priorities are in terms of Product Delivery. Are they looking for User Experience (UX) or Functionality?

•Please ensure to have interim product demos to showcase the functionality & User Experience, take feedback and incorporate changes.

3. DEFINE CLEAR SCOPE

Define a manageable product or service scope (Phase Wise) that is aligned to business value / outcome

Example:

•Create a Product Roll-out Road-map which includes Market Places and Websites – Phase wise

•Clearly define the scope with respect to which brand will be rolled out first.

•To ensure a robust back-end, Market Place roll-out is advisable to go live first, then plan for a Website roll-out which includes back-end, middle-ware and front-end.

•Create a dependency tracker, which will call out all the dependencies between various tracks and third parties

•Create a Go-Live check list where all the key activities, dependencies, milestones are tracked until Go Live.

With a Comprehensive Plan

4. ESTABLISH GOVERNANCE MODEL

Clearly establish a Governance / Operating Model, with well defined Org. Structure, Communication and Escalation Matrix

Example: •Create an Organization Structure with key internal (Horizontals & Vertical) and Client stakeholders (PMO Head, LOB Head, CXO's)

•Establish Program Governance by setting up daily stand up with all tracks, Weekly Status & Steering Committee.

5. ESTABLISH EXECUTION PLAN

Define a product Road-map with clear cut scope. Develop an Integrated Program Plan which is aligned with Product Road-map

Example:

•Come up with a separate project plan for individual tracks, integrate those plans with dependencies and derive an Integrated Program Plan

6. DEFINE STATUS REPORTING STRUCTURE

Establish progress reporting methods – Weekly Status Reviews, Milestone based Reporting and Steering Committee meetings

Example:

•Set up a proper Governance around Status Reporting (weekly reviews, Road-map Reviews, Steering Committee meetings etc.). Invite key stakeholders for specific reviews to update them the status

•Dashboards based reporting are other tools which can come handy, create Dashboard which gives an exact status of all the tracks. Create Milestones which will give a clear status of each track, call out all the dependencies and track them to closure

•Prepare executive Summary for Steering Committee meeting where CXO’s will be present. 

Focused on Execution & Quick Wins

7. MEASURE PROGRESS

Establish a clear set of Matrix that will report a clear progress made. Matrix can be within Dashboards, Milestones etc. with clearly defined Milestones (Exp. Go-Live date)

Example:

•Measure progress through planning, with Module Wise % Progress made at Program level as well

8. DELIVER INTEGRATED SERVICES

Deliver Integrated Services which focuses on ensuring that the Integration touch points are covered from front-end to back-end, and ultimately delivering on the customer experience

Example:

•Integration of various tracks from front end to middle-ware back end with Interfaces required.

•Highlight any track(s) dependencies 

9. MANAGE PROGRAM EXECUTION

Establish a Digital PMO which is empowered to govern Program Execution & quick decision making

Example:

•Establish a PMO Office (Maximum 3 - 2 from SI Partner and 1 from Client) which is empowered to take decisions on behalf of the Program.

•Key Decisions on Scope, CR’s, Roadmap, Go-Live dates must be taken by PMO jointly (client & partner)

•Key role of PMO is Communication; at Program Level, any important Resource Changes, Program Plan changes or Process related changes should be done by PMO

•PMO should also run and govern the Steering Committee meetings while clearly stating the status of Program and any asks/help from Steer Co.

With the right amount of Governance

10. BREAK DOWN COMPLEXITIES

Connect the dots (Integration Touch Points) between various tracks / technologies / practices, to break down complexities and look through the organization

Example:

•Integration touch points to be build between various tracks from Front End to Middle-ware to Back End.

•Various Horizontals/Practices (Digital Commerce, UI etc.) needs to be integrated for a final product.

11. ALIGN LEADERSHIP

Align Client Leadership (CXO’s) with SI Partner Leadership, conduct Steering Committee meetings to ensure faster decision making

Example:

•Client CXO’s need to be connected with SI Partner Leadership

•Conduct steering committee meetings regularly, for the the CXO’s, Key Stakeholders, and SI Partner Leadership to discuss on Program Status and help with removing any roadblocks.

12. EXECUTE CHANGE PLAN

Establish a Change Management Process upfront, with clearly defined rules and ensure Change Management is instilled in Planning and Execution of the Program

Example:

•CR Process has to be agreed upon with Client PMO and SI Partner PMO jointly and established with key Stakeholders on both sides

•CR Guiding principles have to be defined by PMO and to be agreed by key stakeholders (CXO’s & SI Partner)

•A Change Control Board has to be created with Client Decision making authorities (PMO Head & CXO’s etc.) on the board, to make decisions on CR’s.

•Any BIG ticket items/CR’s, should be taken up by CR Board to Client’s TOP Management for exception approvals.

 

Summary: Key to success to any Large and Complex Digital Transformation Program is:

A Digital Transformation Vision, Strategy & Scope

with a Comprehensive Plan focused on Execution & Quick Wins

with the right amount of Governance