Navigating Between Strategiclife and Execution:death Pivotalof business Measuresis digitaland Enduring Progress transformation( Part 2)

I Why is digital transformation important? Most organisations find themselves n the preceding installment of this digital asking why they should spend millions transformation series, we embarked upon an of Pula or dollars investing in these digital transexpedition into the inaugural phases of strateformations and all these new phenomenons that gic vision execution. Our journey encompassed are coming up in the industry. the elucidation of objectives, the blueprinting

In order to fully understand the importance of a meticulous roadmap, judicious resource of digital transformation as an exercise that the allocation, cultivation of an execution- driven organisation needs to take, it’s very necessary to ethos, vigilant progress oversight, and adept look at the progression of technology. And this is troubleshooting. best explained by three fundamental laws, which As we stride into Part 2, our focus deepens, are: the Moore’s Law, the Butters’ Law as well as converging upon the perpetuation of transformathe Kryder’s Law. tional paradigms and the propulsion of unceasing advancement. These pivotal facets stand as veri

FIRSTLY, MOORE’S LAW SHOWS US THAT table PROCESSING keystones, ushering POWER DOUBLES organizations EVERY not NINE only through the conduits MONTHS. of strategic SECONDLY, vision actualization Butters’ but also Law into shows a realm us of that indelible communication influence, enabling speed doubles them to every acclimate 18 months. to the ever- And fluctuating thirdly, currents Kryder’s of the Law market. shows us that storage capacity doubles every 16 months. With all this, we realise something; a phenomenon that shows that the rate of technological growth is exponential. This means Executing the increases the strategic between vision the is just different the begindata ning. points Sustaining are greater transformation with passing time. requires But organion the zations other hand, to maintain we as human the momentum beings are conditioned and impact of to their think executed in a linear initiatives. way. This To would achieve mean this, we’re they must conditioned focus on to scaling move successful from three initiatives to six to nine across to the organization. This involves identifying key learnings and best practices from initial imple

SUSTAINING TRANSFORMATION AND SCALING INITIATIVES

mentations and replicating them on a broader scale. 12. This By adopting is explained a systematic directly within approach our biology. to scaling For initiatives, example, a organizations baby is not going can drive to just consistent wake up results one morning and maximize and start the running return on 100 their metres. strategic investments. The baby’s going to start off by wiggling across the Real- floor, world and then examples, they will such crawl, as Amazon’s and then they expansion will try to from walk an and online fall multiple bookstore times to before a global they e- can commerce actually be giant, able illustrate to jog, let the alone power run. of Therefore, scaling initiatives since businesses in sustaining are run transformational by human beings, growth. this means that businesses grow at a linear rate, whilst technology grows at an exponential rate.

Consequently, this creates a big gap between where In today’s technology fast- paced is at as and well rapidly as where changing business business is at, at given landscape, points organizations in time. This must is exactly embrace what a creates culture room of continuous for disruption. improvement to stay competitive. Disruption By basically fostering means an environment that a new player that encourages can be able to feedback, come to an learning, industry and where adaptation, previous organizations incumbents were can continuously thriving and refine able to their completely execution change processes. the status quo. So, as a result, it’s important that Techniques organisations such that as come Lean in Six must Sigma, ensure agile that methodologies, they actively close and the customer gap between feedback technology loops adenable vancement organizations as well as their to identify business development. and address inefficiencies, This way, they enhance can be able customer to close experiences, the gap for and potential drive entrants innovation. who Organizations might come in like and Toyota disrupt have their mastered status quo. the It also art of increases continuous their improvecapability ment and capacity through to their be renowned able to continue Toyota to Production grow. System, Now which that we prioritizes understand the elimination the importance of waste of and data the transformation pursuit of perfection. in closing the gap between business advancement as well as technology advancement; it’s necessary for us to look at the different types of technologies that are being

Successful execution requires the active engagement and empowerment of employees and stake

DRIVING CONTINUOUS IMPROVEMENT EMPOWERING EMPLOYEES AND STAKEHOLDERS

holders. Organizations should create an environment deployed that encourages worldwide to innovation, close this autonomy, gap. and ownership. In the next By part, empowering we’ll be looking individuals at some and of teams these to different take ownership technologies of initiatives, that have been organizations used in the foster recent a past. sense Thereafter, of responsibility we will and look commitment. at some of This the technologies not only enhances that are the being execution used right process now but as also we speak cultivates in advanced a culture economies. of continuous Lastly, learning we will and look growth. into some Examples of the technologies like Google’s that “20percent we’re still time” experimenting policy, where with employees our various are given clients. dedicated time to work on passion projects, highlight the power DIGITAL of empowerment TRANSFORMATION in driving ( MEANING, innovation CASE and execution excellence. STUDY & IMPACT)

As we may be aware, digital transformation is the key to bridging the gap between technological advancement and business development. In discussing Transparent this, communication we realised that plays because a pivotal of the role exin ponential sustaining nature transformation. of the growth Regularly of technology, updating and stakeholders the linear nature on the of the progress people of behind executed businesses, initiatives there’s fosters a significant trust, alignment, gap that leads and support. to incumbents It allows getting organizations disrupted. to address potential concerns, gather And feedback, so, what and is digital course- transformation? correct if necessary. And Celebrating what can I milestones as an organisation and recognizing do to be achieveable to ments explore along and the harness execution the various journey advantages helps to boost that it morale, promises motivate to give? teams, This article and maintain will serve enthusiasm. as a guide Effective to show and communication illustrate what digital and celebration transformation of milestones is, and then provide we’ll go a on clear to sense use an of progress and reinforce example the of organization’s a local incumbent commitment that has to been the strategic able to use vision. digital transformation to transform their organisation.

COMMUNICATING PROGRESS AND CELEBRATING MILESTONES EVALUATING OUTCOMES DESCRIPTION: AND LEARNING

Evaluating outcomes is essential for organizations to gauge the success of their executed initiatives and refine their execution approach. By comparing According achieved to the outcomes Harvard against Business established Review, objectives, digital transformation organizations is can the identify act of leveraging strengths, areas on data for technologies improvement, to and increase areas operational where strateefgic ficiency, adjustments to improve are required. customer Capturing experience lessons and to learned find new and good institutionalizing opportunities. To knowledge illustrate this, helps we organizations will look at a local avoid incumbent. repeating past mistakes and accelerates future execution efforts. Organizations like Netflix CASE have STUDY: developed BOTSWANA a culture POST of learning from Until both 2012, successes Botswana and failures, Post was using just data a postal and analytics company. to This drive meant continuous that they improvement took mail from in their point execution A to point processes. B across their large network of branches. In Part 2 However, of this article, the we advent explored of email, the critical social aspects media and of sustaining other digital transformation technologies meant and drivthat ing their continuous core business improvement would become in executing depleted over the strategic time if they vision. did not transform.

By scaling initiatives, embracing a culture of continuous Therefore, improvement, their organisation empowering embarked employees on a and digital stakeholders, transformation communicating journey that progress, was aimed and at: evaluating 1) increasing outcomes, the operational organizations efficiency can ensure of their their current strategic core business; vision remains dynamic, relevant, and 2) impactful. improving Successful their customer execution experience is not a in onethe time services event they but were an ongoing providing, journey and of adaptation and 3) improvement. going on to find new, exciting opportunities.

By following these practical steps, organizations can navigate TRANSITIONING the complexities TO CLOUD of execution BASED and drive Firstly, long- Botswana term success Post in started their digital off by transforbringing mation their infrastructure endeavors. and moving it completely to cloud. In the This next meant article, that we they will were delve able into to building a culture of innovation and agility, exploring how organizations can foster an environment To page VIII that encourages creativity, experimentation, and adaptability to thrive in the digital era.