Most important indicator of failure in any business initiative is an absent plan or undefined implementation process, in other words, absent business model of the expected change. It is especially relevant to digital transformation due to its complexity and wide implications on the whole business structure.
The typical schema of transformation is more or less similar in most organizations. It goes through standard procurement of RFI, RFP, RFQ, POC, etc. Due to common recognition of this procedure, it is generally protective from bureaucratic viewpoint to safeguard decision makers against risks and responsibility on failures. However, it entirely omits most essential questions on how business will evolve during the transformation, how efficiency and revenue potential will change.
Usually, a company decides for a solution already implemented in another reputable company with plausible results. It might imply a reliable low risk implementation. Much too often, all “transformation plan” boils down to the choice of relevant vendors in a hope that they will magically do the rest. However, it will never deliver a competitive edge against what others already have.
To achieve strategic advantage an organization should grow over minimal procurement paradigm and create its own business model, which uniquely describes its business, required changes and the way, in which they should be done. Then, the transformation should run in strict compliance with this BPM concept and strategic vision of corporate identity. Only such systematic approach can ensure evolutionary transformation of the business while keeping corporate values and creative culture.