The rise of the digital economy has brought new pressures on the organization and is contributing to the ever-increasing complexity the organization is facing. Designing platform strategies, creating an Omni channel experience, orchestrating products, designing new business models, automating business processes, creating more apps, building responsive organizations, scaling agile – all of these changes are and will be impacting the enterprise architecture of today and tomorrow.
The role of the digital architects (Business, Strategy, IT and Digital Executives) is to ensure that the strategies and road maps required to get transformative effects from current and emerging digital realities are well designed and effectively implemented with speed and agility. Together, the digital architects of the organization drive sustainable growth for the future.
We help organizations to build the capability to orchestrate the connected, creative and agile landscape
We provide online learning and class room training in order to transfer knowledge to your organization
We provide specialist advise in order to ensure successful adoption of the change
We provide best practices, methods and step by step journeys
We offer a technology platform that enables the management of an ecosystem
Defining the transformative objectives, evaluating the maturity of the organization as it is, understanding what the future architecture of the organization looks like, and creating a roadmap to transition from the current to the future architecture.
The unique properties of the digital matrix, the design process and principles will enable digital architects to co-create the transformative objectives and to design and execute a roadmap in order to transition from the current to future architecture. This will create a consistent language of the digital vision within the organization and will bring all executives and colleagues on the same page.
Demonstrating to the board and executive leadership why investment in digital is required. Even now, not everyone is convinced that digital is not just another ‘fad of the day’. Most executives in organizations are still not strategically alert and remain entirely inwards focused. Proving the value of digital with figures is anybody’s good guess and carries little credibility, especially because future revenues are at stake.
Aligning the key transformative objectives to shareholder value objectives using a digital matrix will demonstrate the connections and the value digital initiatives will bring to the business in a more systemic and collaborative way. This will enable the board to better understand the short and long term impact of digital initiatives.
Improving the digital maturity and driving the adoption of new digital technologies in the organization is the single biggest challenge that digital architects face, as naturally organizations are resistant to change. Traditional change management approaches are to some extent helpful but are certainly not enabling the change fast enough.
Co-create the transformative journey with the business. The digital matrix will speed up the alignment process and will create transparency on the changes required across the business. This will also create focus on which areas of the business require attention first, before moving onto the next area and so on. Bringing digital in the context of what people do in their day-to-day efforts will substantially improve the appreciation and create the necessary energy and intent to drive the change.
There is plenty of research and commentary that strategy design and execution should be brought closer together. How do we know if the strategy is working and how can we change it fast enough when it fails, if there is no feedback loop? Your issue is that you lack an overview of all the initiatives that the company drives, which could lead to politics, duplications and a loss of valuable time.
Establish a collaborative digital portfolio that is aligned to both the digital transformational outcomes and the business outcomes. Track initiatives not only for successful delivery, but also focus on delivery for success. This entails assessing the impact of initiatives, better prioritization, prototyping and scaling of good ideas before final evaluation. A good idea is to use a more agile approach to program portfolio management.
One thing is to steer the overall digital effort, but another part of the challenge is the expectation on the digital team to come up with innovative solutions. Moving from a gas lamp to a light bulb required hard thinking and a major journey. Innovative solutions require the ability to solve complex problems, a willingness to fail, a deep understanding of the issues at hand, access to things we don’t know, close knitted co-creation with deep experience and an ability to make the connections.
Get the right people in the room and follow a design thinking process using a matrix grid. Any good solution starts with the framing of a problem statement. No single problem contains only one dimension. Knowing what these dimensions are, unbundling them and connecting them in new orders will bring you a long way towards a new possible solution. Connecting the design to real life execution will enable constant feedback to optimize the designs.
Accelerating the organization to compete in the digital age is where true transformation lies. This means building the capability to design powerful solutions, implementing quality and innovative ideas with speed and agility, making faster decisions and enabling plug and play structures. Progress is being made to scale operational agility. Your concern is not only operational agility, it is also about the strategic level and how you connect strategic and operational agility.
Build design, change and execution capability. Empower the organization with state of the art technology to improve conceptual designs, flexibly build structures with a plug and play architecture, improve the link to agile execution and create an information highway that introduces a new of managing and remodeling business intelligence.