With smartphones dominate the mobile landscape and customers using multiple devices and demanding highly personalized experiences and relevant, organizations rushed to undertake customer-centric transformation of their business. Many companies have taken the challenge, and now that a few years have passed, the experiences of many companies suggests that there are clear indicators of how to make this transformation a success.
It is that business priorities embraced with their transformations are not always good. Some good practices have emerged to ensure that your company has a transformation focused on rewarding customer.
Planning the digital transformation is vital.
When a company hires a customer-centric transformation – shifting fundamental ways of doing business to serve the internal business processes of the company for the purposes of an understanding of the entire customer journey all departments of the organization – it is common to rush into implementing a solution with very little planning. successful transformations invest time in planning and formal program office to lead the initiative with clear milestones, reports, and financing in place.
This is all About the technology.
It is too easy to assume that because we all try to capture the attentions of digital customers, the technology behind the transformation of a company would be the decisive factor in determining success. While getting the right technology is important, it is not the main factor. organizational project management and lack executive buy-in, too ambitious, and the poor are the main reasons why initiatives have failed.
Keep your transformation realistic goals.
Being too ambitious in your transformation goals is risky because getting your transformation evil can have impacts in companies that are not embraced chess learning experiences and are slow to forget the disappointments of sustainable past.
Communication is key.
Most cross-channel collaboration and line-of-business you have in an organization, the greater the likelihood of success in a digital transformation.
Executive Permission is not the same as Sponsoring.
A convincing argument can be made for business leaders to transform the company into an organization focused on the customer, but given permission to proceed is not the as well as the sponsorship of transformation. If your digital transformation initiative does not receive the funding priority have executive leadership within the management committee, and to engage in the management of competing priorities, it is very unlikely that it will be successful.
Get outside help.
The most successful transformations are those that have been implemented by teams with the right skills – all of which can be found in the house. Employing outside experts can greatly increase the chances of success. One executive said, “We all do everything in the house. Consequently, everything takes forever to get done. “
Getting rid of preconceived ideas of what it takes to turn your business into a customer-centric may be the most important factor in the increase your chances of success. Stay flexible, developing a business mindset to scale, and make course corrections along the way will keep everyone on track to a successful transformation
for more details on these ideas, see the Adobe / Merkle report, the Case for Change .: Expose customer centric transformation myths.