Technological innovation has seen the rise of agile 'start up' disruptors. For large organisations with complex structures, transforming operations to realise benefits offered by technological advancements moves slower. Culture and business practices are entrenched. The urgency for change dismissed as business as usual dominates activities.
For a large corporate enterprise operating as four seperate businesses, digital agendas were hidden within divisions and functions. To achieve a strategic approach, cross-functional collaboration was initiated through a digital business enablement forum.
The forum was designed to gather input into the overall digital strategy by revealing barriers and opportunities for accelerating digital solutions. Utilising service design principles, internal and external customer personas and customer journey maps were designed.
With a focus on the customer experience, an organisational capability assessment was undertaken. Based on four core transformation enablers - people skills, processes, partnerships and platforms. There were 65 process blocks and 49 activities identified for action.
Recommendations from the forum resulted in formation of a digital council charged with driving the transformation agenda. Focused on enablers initiatives included: digital skills training; appointment of digital acceleration roles ; agreements with leading digital partners; return on investment modelling for digital campaigns; building the case for e-commerce and data analytics investment.
Taking a collaborative and inclusive leadership approach resulted in cross-functional solution sharing. Tangible outcomes resulted in growth for on-line sales, investment in digital platforms and expertise, and a cultural mindset shift.