We can confidently consider that Digital enablement for an organization has become the need of the hour. The fit and the purpose of the digital enablement spring from various factors. The organization’s strategy, systems and structure are the core elements that define these factors. It is also quintessential to consider the skills, style, staff and shareholder values in emulating the path towards digital enablement. While the hard and soft ‘s’ support the organization in understanding the relevance of adopting long and short term digitization, an overview of company’s context, customer’s perception and competition’s progress drives the speed of going digital. As discussed above the digital enablement consider multiple internal and external facets that determine the organization’s goal of improving operational efficiency, customer acquisition, customer satisfaction, customer perception, process efficiency so on and so forth
BigData has been synonymous with Digital enablement and has been heard loud and wide in the current market place. The voice of BigData is heard across all industries over the past few years, clearly because every empirical measure needs data. The data, in the current day, has multiplied many folds because of the emergence of data from the source systems to the end consumable systems (IOT). There have been discussions on managing the data streams but the evolution of technology has supported the digestion of data over the past few years. There have been significant advancements in the areas of storing humongous amounts of data and processing the same. The discussion around the infrastructure capabilities is a topic in itself. Analytics drive the effective use of the available data. The business analytics which are dissected into operational and customer analytics often try to address the problem at hand. The success of digital enablement is validated by the expected results from a BigData environment against the business problems falling into the operational or customer buckets.
It is important to not limit and tie Digital enablement to BigData. Digital enablement can successfully sync up with the process improvement and digital transformations teams with in the organization and utilize disruptive technologies in achieving quick benefits. Digital is all about reaching the market or providing a service quicker, making those decisions faster and delivering the product or service better (lesser human errors). To this end of meeting the short term digital strategy, there are various off the shelf workflow and robotic tools that need minimal customization to make organizations faster, quicker and better. The process improvement teams identify the areas that can be digitized, areas that have repetitive and laborious actions, which can be addressed by the digital transformation teams through workflow or robotic solutions. The organization strategy is relative to making processes more efficient by adopting systems that support the current structure. The learning curve of the staff in adopting these systems and the progress they make in moving from denial phase into acceptance phase is the key driver. The training and development teams also play a major role in enabling the staff with the skills. The organization’s value perception, customer focus can be quickly realized and the dynamics of competitive positioning will be achieved through operational margins from faster, quicker and better processes.
The pretext to the success or failure of the Digital enablement in a BigData environment is to enable Systems at an infrastructural level. Although there are admirable advancements in the data storage and data processing capabilities in the recent past, it is an ever changing and fast paced environment. The relevancy of technology in meeting the digital needs across various verticals within the organization should be common. The legacy model should digest the goals of all verticals and enable the inclusion of changes in the period ahead.
BigData essentially supports the organization to understand the context of the customer and the relevancy of business content to the customer. The elements that tie into the long term strategy of the organization that are supported by the organization design, structure and value chain formulate the accommodation of systems and skills. In general the organization’s strategy is about answering “how are we winning in the period ahead”. This could mean improving customer acquisition, customer perception, understanding the business more and collaborating with other channels. The association of a person with his/her interests from social data to the business of the organization promotes the customer funneling life cycle from a suspect to a prospect and further into advocate. BigData allows organizations to reach the right customer, at the right time, through the right channel with the right information. Identifying the customer context, generating the contextual content and promoting personalization are the key aspects of using the customer analytics. For e.g. If I intend to do bungee jumping now and I post it on social media, Insurance companies can tie this information and give me an insurance policy for the next one hour during the course of my bungee jumping. The customer life cycle or the customer journey mapping starts from my intent to do an activity and ends through my subscription and closure of a service. This near real time observation of bringing data sources together is the Holy Grail of utilizing BigData.
The significance of an organization to be a cost focused, differentiation focused or cost leader will rely on generating this contextual content to the customer. The focus on generating personalized content to the customer and through the right channel will drive buying/business decisions. The near real time segmentation or dynamic segmentation of customers and the meaningful virtual conversations the organizations make will define and differentiate market share. This probably is the ideal end state that organizations want to achieve to stay competitive. The speed at which the competitors make progress in achieving this end of digital enablement will drive competitive positioning.
BigData has been synonymous with Digital enablement and has been heard loud and wide in the current market place. The voice of BigData is heard across all industries over the past few years, clearly because every empirical measure needs data. The data, in the current day, has multiplied many folds because of the emergence of data from the source systems to the end consumable systems (IOT). There have been discussions on managing the data streams but the evolution of technology has supported the digestion of data over the past few years. There have been significant advancements in the areas of storing humongous amounts of data and processing the same. The discussion around the infrastructure capabilities is a topic in itself. Analytics drive the effective use of the available data. The business analytics which are dissected into operational and customer analytics often try to address the problem at hand. The success of digital enablement is validated by the expected results from a BigData environment against the business problems falling into the operational or customer buckets.
It is important to not limit and tie Digital enablement to BigData. Digital enablement can successfully sync up with the process improvement and digital transformations teams with in the organization and utilize disruptive technologies in achieving quick benefits. Digital is all about reaching the market or providing a service quicker, making those decisions faster and delivering the product or service better (lesser human errors). To this end of meeting the short term digital strategy, there are various off the shelf workflow and robotic tools that need minimal customization to make organizations faster, quicker and better. The process improvement teams identify the areas that can be digitized, areas that have repetitive and laborious actions, which can be addressed by the digital transformation teams through workflow or robotic solutions. The organization strategy is relative to making processes more efficient by adopting systems that support the current structure. The learning curve of the staff in adopting these systems and the progress they make in moving from denial phase into acceptance phase is the key driver. The training and development teams also play a major role in enabling the staff with the skills. The organization’s value perception, customer focus can be quickly realized and the dynamics of competitive positioning will be achieved through operational margins from faster, quicker and better processes.
The pretext to the success or failure of the Digital enablement in a BigData environment is to enable Systems at an infrastructural level. Although there are admirable advancements in the data storage and data processing capabilities in the recent past, it is an ever changing and fast paced environment. The relevancy of technology in meeting the digital needs across various verticals within the organization should be common. The legacy model should digest the goals of all verticals and enable the inclusion of changes in the period ahead.
BigData essentially supports the organization to understand the context of the customer and the relevancy of business content to the customer. The elements that tie into the long term strategy of the organization that are supported by the organization design, structure and value chain formulate the accommodation of systems and skills. In general the organization’s strategy is about answering “how are we winning in the period ahead”. This could mean improving customer acquisition, customer perception, understanding the business more and collaborating with other channels. The association of a person with his/her interests from social data to the business of the organization promotes the customer funneling life cycle from a suspect to a prospect and further into advocate. BigData allows organizations to reach the right customer, at the right time, through the right channel with the right information. Identifying the customer context, generating the contextual content and promoting personalization are the key aspects of using the customer analytics. For e.g. If I intend to do bungee jumping now and I post it on social media, Insurance companies can tie this information and give me an insurance policy for the next one hour during the course of my bungee jumping. The customer life cycle or the customer journey mapping starts from my intent to do an activity and ends through my subscription and closure of a service. This near real time observation of bringing data sources together is the Holy Grail of utilizing BigData.
The significance of an organization to be a cost focused, differentiation focused or cost leader will rely on generating this contextual content to the customer. The focus on generating personalized content to the customer and through the right channel will drive buying/business decisions. The near real time segmentation or dynamic segmentation of customers and the meaningful virtual conversations the organizations make will define and differentiate market share. This probably is the ideal end state that organizations want to achieve to stay competitive. The speed at which the competitors make progress in achieving this end of digital enablement will drive competitive positioning.
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