Data-based decision-making processes can be linked, for example, to optimising sales efficiency and marketing campaigns, improving customer service, and proactive maintenance.
With digital transformation, as you know, customer behavior has changed. Everyone is looking for offering better services and solutions, customized and multi-channel, it’s up to you to decide whether to be an innovator, chase your competitors or stay at the stake.
In the course of my experience I have collaborated with several organizations to bring out the value and trigger the change: below I propose some suggestions on the subject.
Start by defining the challenge you’d like to solve, a business case, and assemble a multidisciplinary team that can work on it.
You include people from different backgrounds, from marketing, to sales, to operations, to finance, to design, to technology.
In order for this to be an activity that allows transformation, make sure that the business case is simple, free of commercial jargon, so that the team can make decisions quickly and perfectly in line with the corporate vision.
Try to develop different technological scenarios that are able to meet the needs, mapping how each path will impact users, objectives and business plans, and that always ensure the agreed service levels.
Prioritizing operational continuity from the very beginning means reducing the chances of problems and keeping infrastructure stable during deployments.
First of all, trie to maximize the technologies already in use, always understanding if they adapt to the demands and objectives of the business.
A “cross technology” approach, in which you choose the best technology for each area, could get the most out of every single verticalization of your users’ needs.
Consider the possibility of the Cloud, very useful to innovate quickly and get more information from the data, or if for your case is better an on-premise, or hybrid environment. All this, of course, paying attention to safety and regulatory requirements.
Think if to entrust of the services in outsourcing in areas like the application maintenance, and define an approach that can guarantee to you in the time the success; don’t forget the strong correlation between business success and value in the management and evolution of the applications.
But don’t stop there: actively manage relationships with your suppliers, planning periodic meetings, and increasing their responsibilities. I’m talking to you as a supplier, you might be amazed at the big undertakings that a consultant can perform when strategically involved.
With this pandemic in place, it becomes necessary to introduce new models and investments that look to the future and guarantee ROI and efficiency. Right now, you should take advantage of data analytics and AI not only to customize experiences, products and services, and differentiate yourself from competitors, but also to reduce costs, also paying attention to back-office processes and corporate resilience.
If you can strategically connect IT to business, you can really help to optimize even the most complex processes, really making a difference.
But what will change in 2021 for IT and business?
We don’t have a crystal ball, but we can focus on how much has changed in the last year and try to assume a leap into the future. We asked our team what changed after the Covid-19 and what the 2021 trends might be. Click here to learn more.
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