Bizagi How to Create a Timeline for Digital Transformation

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   How to Create a Timeline for Digital Transformation Planning for the pain points you'll experience on your transformation journey  2 How to Create a Timeline for Digital Transformation EVERY JOURNEY NEEDS A NAVIGATOR AND A DRIVER D igital transformation is like any journey: before you begin, there has to be a plan. You need a timeline mapping out what happens when, who does what, and the key milestones. Crucially, a timeline must identify the crunch points when you think things could become difficult. Knowing where the pain points are likely to be in advance allows you to allocate the additional time or resource needed to push through them and prevent the whole project from stalling. What’s more, the timeline must acknowledge that those crunch points are going to happen for different people at different times.For most, business leaders are the navigators . They decide where to go and how to get there. Before setting out, they have to plan a route that avoids hazards and blocks. They usually provide some direction along the way, especially if things take an unexpected detour. IT leaders are the drivers . They are the ones in control of the actual journey, going in the strategic direction planned by the business. They are the ones that make sure you get to where you’re going.Each has their own unique pressures and will work to different timelines. Yet transformation is never a simple, single speed journey. Some of it will be steady cruising. Some of it will be a slow crawl. But to reach their destination, both parties have to perfectly synthesize strategy and implementation.The key to this is looking at the digital transformation timelines of the business leader and the IT leader. By finding where pressure points occur and devising solutions to overcome them, the organization as a whole can get to its destination on time. The secret to a successful digital transformation is truly effective collaboration between business  leaders and IT leaders. image  3 How to Create a Timeline for Digital Transformation THE TIMELINE FOR DIGITAL TRANSFORMATION Visualizing the most common pressure points on the digital transformation journey. StrategyScalabilityResistance 87%70%82% What is your vision for the future of the business and where will you start?Badly managed innovation initiatives, without proper IT involvement, can't scale as required - so progress stalls believe digital transformation is currently a significant strategic challenge for their business*agree that efforts to transform the business externally are undermined by the internal complexity of the organisation*agree that business agility is critical to delivering the transformation that will improve the customer experience* Change can lead to short term disruption, so people often create barriers Business leaderIT leader PaceInnovationTechnology 73%63%81% Board expectations are a world away from the actual time required for the development and testing of new solutionsWith an increasingly rapid pace of change, it is a challenge to build the teams with the right skills for agile and rapid experimentation agree that digital transformation requires a rapid response to avoid commercial failure *feel the business neglects the depth of systems change needed when trying to build engaging services*agree that the pace of change in their industry is increasing due to shifts in customer expectation around innovation, service and delivery* Entrenched legacy systems are rigid and not built for change - making innovation problematic *Source: The Agility Trap Report, Bizagi  4 How to Create a Timeline for Digital Transformation T he digital transformation journey starts for business leaders long before most of their colleagues. In fact, in the initial stages, they’re the ones who will pull together the strategy for how it’s all going to be accomplished. And it’s down to them to decide how to use new technology to put the customer at the heart of what the organization does.However, getting started can sometimes be the hardest part. Which is why the business leader is often confronted with some of the biggest challenges. Like… Strategy: Coming up with a plan  When tasked with making a radical change, it can be a real headache to figure out how and where to begin. There’s an urge to start straight away on disparate pilot programs, risking a lack of control and scalability. The other option is to meticulously craft the perfect transformation plan, but by then months could have passed with no results to show for it.Digital transformation will be a long and complicated journey. So having a strategy with a clear end-goal is an obvious pre-requisite. But building regular, manageable milestones into that plan can be harder than it seems. Resistance: Winning hearts and minds  The first reaction to change is resistance. Very few teams or departments will be doing a celebratory dance when you announce your digital transformation initiative. Some people will consider it a nice-to-have – shiny and cool but not essential. Others will see it as another bright idea cooked up by senior management to make their jobs more complicated. A minority will stubbornly cling to the things they’re doing right now and refuse to change. The business leader will need to convince them all that transformation is crucial to survival, and that they all have a significant role to play in making it happen. Scalability: Finding a repeatable solution  It’s usually a good approach to start small and then go big. But this comes with its own set of challenges. It’s one thing to successfully execute a trial transformation initiative in one small team. It’s quite another to roll that change out across the whole organization, to all its core systems and critical processes.The business leader needs to make sure that the chosen solutions scale to the entire business without disrupting operations or compromising the customer experience. Not only that, it’s their responsibility to make sure it has the right governance and there’s a seasoned team in place to execute plans. THE BUSINESS LEADER’S PRESSURE POINTS
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