What to do to win at the digital game, as a company
Digital disruption has been around for a while. This is a good thing, as not all organizations are at the same point in their presence on the market. Some are emerging, others are more mature. We also have established organizations, which need to diversify their profile and refresh their strategies. (These types are not exhaustive, but mere examples). But let’s go back to digital disruption. Owning it, facing it in a decided manner seems the way to go. Unlike postponement, denial, or mimicking the radical changes it induces.
Although numerous consultants and developers and distributors of digital solutions discovered that often their clients misunderstand the role and usage of such platforms, there is a right way to do it. Not only is it available and possible, but it’s also necessary.
Giving your organization a digital core is the right answer to what is happening on the market in terms of change and progress. With the right configuration and usage, it will provide a digital twin that allows an overall image of your operations, and more control. Analytics-empowered decisions can take place. Changes that spring from those decisions are foreseeable, and a view over how it will all be going on is again ensured via analytics.
Nevertheless, going back to the beginning of this winning stance, here’s an illustrative quote from a McKinsey article recommended by SAP – in regard to how a company executive should see things:
“I need to develop a strategy to become number one, and I need to get there very quickly by creating enormous value to customers, redefining my role in an ecosystem, and offering new business-value propositions while driving significant improvement in my existing business.”
Rethink the relationship with your digital solutions provider
Since the advanced business software solutions needed nowadays also come in very personalized versions, your software partner becomes more than a temporary collaborator. It’s supposed to be like this – and this association can further deliver in terms of post-implementation support, assistance, user training, and maintenance – and later on add-ons, expansions, extra modules activation and so on.
This new, more complex type of partnership, when correctly understood, allows for the software solutions to show their flexibility and adaptability in relation with your activities. Your software partner knows the most about the software solution meant to take on an important part of your workload, whereas you know the most about your organization. When communication and understanding work at the human level, the result is that the chosen business solution will help your business run better.
What not to do: there are teams who, upon having implemented the new software, did not stay in contact with their implementation partner, therefore remaining unaware of all the possibilities of their new tools, or even of the proper way of making it work for their operations. A software solution is not a robot, it needs to be configured and reconfigured in accordance with the incumbent needs – and it also requires the appropriate data feeds.
Flexible, modular teams – but always in tune with the requirements
Sometimes the software partner stands for “partners”. The initial team is modular – and it allows for a later spin-off, where a smaller part of it continues to provide support.
Due to the fact that a lot of organizations do need to adopt high-quality digital tools, there is a high demand on the market for software partners that can materialize business digitization asap.
Collaboration between entities is welcome. Depending on the size of the project, its specificity (previous experience in a certain industry is highly recommended) and resource optimization, having more than one company working on a digitization project is not unusual, as long as the work stream is fluid and the communication is excellent.
Most frequently, this formula gets established between the software partners that team up to offer the final client a combined team of specialist.
What not to do: inflexibility is not the way to go; you need to put forward your technical people once the work starts on the new system, as they might know more about what goes on operatively in the company than the managerial team; consulting you hands-on team members may be a good idea even in the early stages of understanding and deciding upon the new digital solution; as they will be using the system daily, it is important to team them up with the consultants and developers that will provide support and training in an active manner.
We are here for you, whether you are a final customer, or a software partner that feels it could use collaboration!