Successful use of digital for business impact depends more on how firms lead and manage their transformation than solely on implementing new technologies. A major pitfall is the assumption that digital is a business outcome in itself, a silver bullet with the capacity to solve all enterprise ills.
The ultimate goal is the intelligent use of digital technology and perspectives to achieve business outcomes and transform the enterprise in a sustainable, meaningful way, the use of leadership capabilities to turn digital investment into digital advantage.
The modern enterprise is a social enterprise that deeply understands that people are integral to the fulfillment of its mission. It appreciates the power of the crowd and intelligently creates its ecosystem, comprised of customers, employees, partners and other value chain members in a culture of collaboration for business benefit.
If enterprises only invest in the front end of customer experience without parallel investment in enabling service delivery capabilities to align their transformation approach, they will merely achieve top line growth over a finite period of time. Sustainable digitally enabled business transformation is achieved by balancing the customer-facing activities of the firm with enabling and transformational capabilities.
From a customer perspective the experience should be seamless, engaging, emotive and clean but it takes a particular transformation approach to make it so. The customer perspective is fast becoming the viewpoint from which all enterprise transformation is assessed and shaped. Redesigning the enterprise to reflect the customer requires successful leadership of the associated transformation to steward the enterprise through what can be a turbulent journey.
When we conceive of customer experience we need to visualize a coin, the two sides of which being customer and employee value proposition. Enterprises that excel at transformation have a deep sense of identity and appreciate the role of where they have come from in the journey to where they are going. They are emotional, social and networked by default.
Traditional change management approaches no longer deliver. I am often asked how businesses can engage their employees, and drive genuine collaboration and community in response to the evolution of understanding of what it takes to create a meaningful enterprise. In my experience, solutions such as Enterprise Gamification are becoming increasingly important in delivering the business case for digital transformation, by putting people at the heart of the change process.
Enterprise Gamification is not just about rewarding points and badges, or making the workplace ‘fun’. Instead, it takes the enjoyable aspects of games and applies them to real-life business processes, using game mechanics to drive and reward positive human behaviors. By replacing or supplementing traditional change management methodologies, Enterprise Gamification can grow self-sustaining, collaborative and active communities of people.
Working with EDF Energy to run a gamified innovation challenge, we saw how the business was able to engage its staff, share insight and drive collaboration across a geographically disparate community.
I have also seen the success of Enterprise Gamification within Capgemini, where a range of challenges drove and sustained real behavioral change, building a strong community to ultimately drive increased sales.
Enterprises that transform effectively extend their competitive position. They evolve their culture through a process of co-creation and innovation, they harness the collective intelligence of their eco-system and engineer their enterprises to use social to maximize the transformational impact of their solutions.
They ‘get’ that people make it happen.
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