Digital transformation – Understand the why & Shape the how.

Co’s are still focused on taking their organization to the next level. This is a relevant business ambition for their digital transformation: “understand the why” and the value-driven results and then “shape the how.” These are the conversation starters that have a positive effect on the boardroom discussions of our customer transformation! 

It is imperative to pivot efforts on business ambition, with “Why should we transform?” being the catalyst of SAP S/4HANA transformations. This article discusses how can business goals take the front seat when it comes to digital changes and what good it does to the business in a longer run. Hands-on skills

“Why to move” stories from 400 customer engagements with SAP S/4 HANA provide relevant insights into the key drivers of change across industries. C-suite execs share many similar goals, and the majority of reasons for change go way beyond the IT landscape’s “planned obsolescence” with cloud automation services, which includes the following instances of value: 

  • Servitization (from customer to full service) 
  • Enterprise asset management 
  • Planning and efficient trading 
  • Green company 
  • Digital product definition 
  • Responsive supply chain 
  • Digital twin in operations. 

But even though the advantages of these changes are obvious and backed by a good business case, one can find that none of them is keen to embark on a long-complex initiative, with high upfront costs that in the short term will not bring benefits. In the past, they have burned their fingers with broad ERP projects and Cloud automation software tools. Therefore, the first step is to find the right value-driven roadmap in a low-risk, established market scenario to provide meaningful early/short-term benefits. 

Without several towers and competencies working together, neither the’ why’ or the’ how’ can be addressed. Industry experts need IT architects, for example, who need a line of market experts with an excellent understanding of SAP with facilitators who can push change management. 

We have helped hundreds of customers get the most out of their SAP S/4HANA transformation with Capgemini’s Renewable Enterprise: assess a valuable “why” and shape the best “how.” Leveraging the digital transformation consulting services will provide the Agile roadmap of business with an assessment based on goals and levers, transforming them into realistic target business models, operating models, and a scalable architecture possible S/4HANA. 

Digital transformation and hyper-connectedness: focus on the Edge. 

Consumer and customer experience, target and end goals, collaborators, stakeholders, the last mile of procedures, and disruption are mostly situated at these edges and are crucial to digital transformation. Digital transformation is often also narrowed down to customer engagement alone, but this is an omission, narrowly speaking, leaving out some other facets, including cloud automation services. 

However, the ultimate priorities of the organization are its clients and stakeholders that guide the plan. To achieve these various objectives, the organization’s core function is to link the dots and resolve internal silos in all areas, as interconnection is the standard. In other words, as the emphasis moves towards the edges, the core capabilities are realized to work with and at the edges faster and better. For example, this occurs at organizational (integrated, ecosystems), technical (‘as-a-service approach,’ enablers of cloud and agility), and cultural levels. 

Meraki System CSEThe edge trend for digital transformation services providers also represents technology and computing paradigms like edge computing and decentralization of work and business models. 

Think about how substantial data processing and analysis capability is shifting to the Edge in an atmosphere where real-time demands rise as cloud computing expands in the heart, information management decentralization, security shifts to endpoints, and much more. 

Transform the organizational culture slowly but gradually and involve all stakeholders, broaden the positions and the capability portfolio of your staff, in particular. Recognize critical views in this process; take doubts and reservations, and strive to ease them. In the form of your workers, partners, and shareholders, your business’s main success factor is and continues to be the human factor. Recommendations also involve taking care of your leadership role, exploiting consumers’ capacity, and, of course, a successful business plan should support all of the above steps. 

 

In terms of taking the right digital transformation steps, you can be driven by the VACCINE model, which offers a structure for VUCA (Volatility, Uncertainty, Complexity, Ambiguity) fluid strategies for businesses. As a consequence, the resulting areas of action can be created. 

 

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