Head of Digital transformation at Jurlique

You might have read that Digital transformation (Dx) is not so much about technology but the people. It can create new opportunities and revenues for your business or even change your business model. All those assertions can indeed be delivered by your Dx framework and there are numerous articles written on this topic.

However, starting at the basics, an important question one should ask is why are we embarking on this journey in the first place? Do we really want to change our business model? Is it such a smart move to drive revenues without examining its impact on operating profit? And most importantly, is our organization setup for this transformation without losing sight of our customers’ needs?

Before being tempted to jump into the metaverse and beyond, let's look at how we can set your journey up for success.

#1 It is crucial that you know where you stand as an organization

I commonly hear: “this is where we want to be” or “where are we going?” The answer to these

Questions, and as you would, if you were lost without a map, should be: “where are we?”

Only once you have evaluated your starting point would you be able to work on a realistic plan based on your company’s current capabilities, processes, collaboration methods, connection between departments and entities, Knowledge and ability of your staff to handle digital tools.

Clarify your current situation and what you could realistically aim for; milestones should appear clearly from there.

#2 Resist the political game and shape your organization

The way your organization works today may likely not be the way it will work tomorrow; moreover, the workforce you have today may have to learn and adapt. Flexibility and agility are key, the heaviness of your organizational legacy might decide the fate of your transformation journey.

I strongly suggest drafting your vision starting from a blank slate by envisioning how exactly you would like it to work. It will help breaking down existing silos and ensuring everyone feels included in the process. A golden rule to remember is “how do I make sure my customers are not able to understand my organization structure through my different touch points?” You cannot claim to be customer centric if your company releases digital channels that are mirroring your organization. No customer should use 3 or 4 different apps or platforms to connect with you, while no company can claim to have a 360 vision of their customers if their departments are not sharing data.

You must activate simultaneously 3 levers to be successful: people – tools – processes. If one is left behind, it will annihilate the effort spent on the others. Take the opportunity through your Dx to create teams of teams, organize stand-up meetings to allow “technology people” to gain more insights on business needs and have “business people” learn about new tools and capabilities. Agility also comes with unity.

"Remove the obsolete steps, get people to advocate their challenges, review the user experience and existing standards to yield out-of-the-box thinking"

One of the common pitfalls I noticed is that firms create a dedicated department for digital which does not partner with IT. The result is obviously a disconnect in your business and the creation of a new legacy coming from your digital department. Make sure that everyone understands that he/she is an important part of the business. Try to imagine your business without wi-fi, laptops, or virtual meetings. On the other hand, imagine what the experience of your e-commerce platforms would be like if it had to be stopped for technical maintenance. Data is the lowest common denominator across an organization. If your organization is fragmented, so will be the data and the knowledge on your customers / leads too.

Dx doesn’t mean less people working, but people working together more efficiently; measure it with clear KPIs set from the very beginning.

#3 Transform, don’t translate

Human nature is reluctant to change but to think that our expertise is going to last forever is a mistake. Digital is constantly rewriting the rule books. While it is not relevant nor wise to keep changing your direction, it is crucial that you review your workflows and processes periodically. If you just try to automate and digitalize your current way of working, you are missing the chance to reap the real benefits of your transformation.

Remove the obsolete steps, get people to advocate their challenges, review the user experience and existing standards to yield out-of-the-box thinking. Most of the transformation I have faced were about catching up with market standards rather than being disruptive.

You have powerful tools and frameworks: design thinking, co-creation or design sprint…, utilize them and to gain traction by developing a positive dynamic through involvement at all levels. Remember to demonstrate an open attitude that welcomes and embraces new ideas and perspectives.

#4 Build your foundation right

The common trap in Dx is to be lured by promising outlooks and buzz words. Before thinking about machine learning, artificial intelligence and multiple channels generating new revenues, ask yourself if you are using accurate data, optimized processes, strong logistic and replenishment. Trying to start from the “endpoint” will create added burden to your staff and slow you down instead of helping you reaching the market speed you are aiming for with your transformation. Rely on building business agility while getting your ERP and infrastructure right, don’t just get data but real information.  Set a context to test and learn. In a nutshell get rid of legacy as much as you can (systems, processes, mindset, silos).

User centricity will be supported by the synergy between your staff, suppliers, distributors, but you must ensure relevancy and accuracy of your data through the associated pipelines.

Finally, keep in mind that digital capabilities keep evolving. The transformation process is no longer a one-off project or a journey, it has to be a part of your company DNA and operations if you don’t want to be left behind.

Dx is not an IT or digital “thing”. To be successful, you must accept that everyone at every layer will have to get out from their comfort zone. Don’t forget about your core values but leave behind the “this is not the way we do things here” attitude.