So here are some tips for those on the front lines of this post-digital-transformation world.
- Don’t forget the human being at the center of it all. Data is great and we all love technology, but the heart of every company is the people that run it and those that buy its products. And people don’t necessarily like to be “optimized”. The goal of any transformation effort should be a more contextualized and personalized human experience. The rise of artificial intelligence can hopefully support an increase in “organizational intelligence” that guides digital activities, allowing firms to respond in real time to opportunities and to identify problems in customer experience before they grow.
- Total experience management and converting data to insights are two primary drivers of top performing brands today1, and its understandable why. The former speaks to the need to integrate all consumer touchpoints, many of them digital, into a coherent narrative for customers. The latter highlights the need to go beyond “infobesity” and really make use of what we’re all collecting. Both drivers require breaking down the traditional siloes inside companies and building new teams of product + experience + technology.
- The shift to the cloud and mobile first design are table stakes for enterprise infrastructure today. Both provide flexibility, scale, and reach to consumers. The other side of post-transformation corporate infrastructure is just as important – the apps, experiences, and tools companies are building for their own internal use. Too often digital efforts are focused just on the top line, while internal investments can lead to greater efficiency and effectiveness (and happiness) for employees. Whether it’s sales enablement tools on an iPad, IoT devices in the warehouse, or designing a company intranet that employees want to use, the possibilities for improving the bottom line through better digital experiences are manifest.
- Perhaps the biggest challenge of this post-digital world is staying focused on what you do as a firm and where you have a competitive advantage. Many digital transformation efforts begin in response to disruption from startups and upstarts, at which point it may be too late. But that doesn’t mean that large firms need to shift to a VC model, quite the contrary. Just because Ford leverages a global supply chain doesn’t mean it should be a logistics company like UPS, any more than a great marketer like P&G should become an agency. Build an ecosystem of world class partners, commit to a customer first approach, and provide teams with the tools to run fast.
Zemoga has been working on the front lines of digital experience for over 15 years. We’ve helped firms large and small improve their digital marketing, products, sales tools, and customer service experiences. If you’d like to learn more about our proven approach, please reach out
1 “Marketing 2020: Organizing for Growth”, Millward Brown Vermeer