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The defining moments of digital transformation, from planning to sustainability of underlying business solutions

Technology has enabled so many hypes and buzzwords to pitch the changing reality of running our enterprises. From fiction to fact, from a relatively peaceful and normal way of doing things to pandemic-charged rapid resolutions. Fiction as a pre-cursor to everything we create to continuously advance technological progress and adaptation. Regular business method that can be easily shifted to measures totally different from current-to-newest norms.

Few things remain obvious regardless of our enterprise technology goal, if organization's stakeholders are not diligent, either they wither with internally-, industry- or market-induced change and progress or otherwise, mostly playing catch up.

Technology must continue to reduce, if not get rid of, technology-causing problems in business operations. For businesses and stakeholders to be more efficient and sustainable in their resources and production.

We need to build technology fundamentals, at the top is the capability to innovate and execute transformative concepts to their practical administration, not just the beginning or the application thereof.

The most critical factor is people. The challenge is the discovery and acceptance of their limitations. If this is reconciled especially within primary stakeholders, the ability to acknowledge absence or presence of solutions will be elementary. Getting the correct technology to facilitate business need should become a rewarding activity.

Nowadays, we can no longer go back to old ways, without considering what's our business is all about to society, regardless of industry setting and regulatory requirements, whether it makes our job easier or not, these should be now part-and-parcel of the whole game plan.

Digital transformation can be started small, due to budgetary considerations or inclination of generational conservatism, addressing the most critical business operation and be designed for expanding capability, with one step at a time along the way, to cover across the board enterprise technology initiative.

The cloud or cloud-readied mechanism is a cue. When we consume a solution out there the first time, we have to make sure our next must be coherent to the other and with the future ones. The start has to determine our business-technical infrastructure extension as we build solutions further.

Within different enterprises, digital transformation may have to be planned and acquired based on unique business and industrial settings. Design enterprise technology, not a portion, not high priority business activity, which has been the usual practice for most organizations, but based on long-term business prospects, including efficiency and sustainability in operations and the capability for stakeholders to evaluate roles and their functions, business performance and customer transactions. 

Technology, and so is digital transformation, its realistic impact for businesses, has changed for better stakeholders experience and well-being.


Can we identify a critical business segment and have it developed or transformed it digitally with the possibility to expand it in the near future?

Can that developed or transformed critical business segment considered a satisfactory accomplishment for the organization and its stakeholders?

How do we expand our first digital transformation later, if we are going to address specific business functions in a gradual manner or will go along with an intervening time?

Can we develop existing business operating processes including functional tasks to commit with the application or software features that our business will require?

What relationships and impact does our business processes have with one another?

How do we identify existing technology and digital problems?

What problems do we have with our existing technology and digital efforts?

How do we choose our technology and digital platforms, this time for our new plans to bring about, and the reality of, our business requirement with certainty, at present with the possibility of being able to still expand business facilities in the near future without changing platforms?

How familiar are we when it comes to possible adoption of technology and digital platforms as against our existing, and even an improved, business processes?

How do we identify nuisances in our business processes?

What problems have we been encountering with our business processes?

Do we know what we need to get past existing issues and get them fixed all at once, and be applied according to, and dealt with, our new technology or digital transformation plan?

How do we plan based solely on internal business processes and its requirements to run our business operation?

What other plans might we have to acquire and execute a successful project?

How do we determine and who are going to be our internal resource(s) or considered the subject matter expert(s) within our organization?

How well-versed are we when it comes to technology landscape, based on the need of our business, prevailing industry practices and regulatory requirements with current and immediate future availability of solution as benchmark?

How much time can we, as SMEs, allocate beginning the kickoff until conclusion of project implementation? 

How do we see the role of a vendor in our technology or digital transformation project?

To what extent we are to be influenced by our chosen technology or business software/service/application's vendor?

How do we further evaluate, aside from their selling of solution, vendors' capability when it comes to application or integration of our business functions and stakeholder transactions and visibility of these within the chosen solution or system and in the realization of our project requirements and success from the beginning? 

How do we know if the vendor actually has mastery of our own business and industry requirements?

Would our SMEs and possible end-users be enough to guarantee that we have covered everything in the project plan as a requirement for vendor delivery?

What's the possibility that a business-technical consultant might be required and help out, to guarantee our satisfactory success and make sure we will get the best setup by the vendor?

If we have to, when is the best time to engage a business-technical consultant to assure our success?

What might be the distinction of expectations from our side and their responsibilities with our chosen vendor and a third-party business-technical consultant, if we consider hiring one, in our project?

Do we have a leader or adviser we can look up to, or who can effectively guide us in the elucidation of our business processes and available technology solutions, for us to be successful in this exercise?

How do we see our stakeholder design, individual responsibility, project operation and deliverables?

Do we need to go all in across organization's business-digital transformation with whatever is required or it's just going to be a modular approach or application of one major business function and software feature at a time, and will it be dependent on every step and series committed, from our organizational project objective(s), based on successful milestone?

What does successful milestone and satisfactory delivery looks like for our project operation and in the case of our internal staff?

How do we ascertain that success will be achieved?
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