Digital Transformation Roadmap
- Digital Transformation Roadmap
- Digital Transformation Roadmap
A transformation roadmap is effectively an agreed plan for the execution of a transformation program. It consists of an outlook of initiatives, planned in time, to deliver specific transformation components. As example, this could be an Operating Model but also an IT component implementation.
A proper transformation roadmap embodies a number of elements:
– alignment with stakeholders and (core) team members
– validation with stakeholders, (core) team members and partners in terms of feasibility
– supported by executive stakeholders
Above elements are necessary to get an agreement of WHAT needs to happen within a transformation program.
Secondly, a transformation roadmap explains part of the HOW for execution of the initiatives within the roadmap. For example, in case we acknowledge that an organization does not have unlimited resources available to the program, a planning will only become feasible when resource constraints have been taken into account. The HOW for a transformation roadmap should therefore be translated into program principles, conditions and a feasible plan for execution.
Find below our 9 step methodology for delivering a solid and supported Digital Transformation Roadmap.
Let’s have a deeper look to each of the nine steps, we start at the bottom to build the foundation for your Digital Transformation.
The 3 steps covering discover include a high level analysis of information available within the organisation, explaining AS-IS, vision, strategic directions, objectives, stakeholders, etc. Subsequently, we want to identify potential business value which is linked to specific technologies. And lastly, a new vision needs to be developed that clarifies what goals and directions you are after and when you are successful.
Now that we have defined where we want to go to, we need to start planning to clarify HOW we want to execute the Digital Transformation. First, a clear understanding needs to be created how we can separate different Initiatives and Building Blocks. This should be done in such a way that we create logical and manageable scopes of work with dependencies that can be controlled. Each Initiative needs definition in terms of value, timing, challenges and workload. Secondly, a clear impact map needs to be created to understand and manage the changes (ie improvements) for the business. Drawing in all Initiatives & Building blocks on a timeline, opens up the possibility to think about different variations and sequences for the execution. This should be translated into pre-defined check and decision points within the Digital Transformation Roadmap to maximise agility.
The last 3 steps are focussed to create maximum commitment to deliver upon the Digital Transformation Roadmap. Obviously, a skilled and authorised team should be defined and made available to execute the initiatives. Clear accountabilities are key to make timely and supported decisions. In some cases you will need to organise external support by engaging partners to execute on specific parts of the Digital Transformation. Making sure plans are feasible and include a maximum of flexibility prevents early failures or budget overruns. Lastly, it is crucial that the leadership team and the initiative leaders are fully supporting the Digital Transformation Roadmap by a formal endorsement communicated to your organisation.
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About the author(s):
Drs Ing Erik Euwe (1968) has a demonstrated track record of international implementations and business improvements projects. Having a background of Business Logistics and Business Economics, Erik works in consulting since 1995. He worked for Accenture, KPMG & Genpact alongside QVS Consulting which he founded in 1997. Currently focuses on Finance, Digital Transformation and Sustainability for QVS and Tech Rebels. With 20+ years of consulting experience, Erik has led successful transformation programs from within the business for many known large multinationals such as ASML, ABN AMRO, BSN, Nuon, Philips, Tommy Hilfiger, VEON and ManpowerGroup. Being a financial and logistics expert, as well as a transformation lead, Erik’s sweet spot is on the crossroads of business and technology, working with a motivated team to make a success of business change.