The primary challenge for executives is scaling these transformations. While many have experienced the benefits of technology through successful pilots, transitioning to large-scale implementation remains a hurdle. This challenge is less about technology and more about talent and data organisation.
The starting point for any digital and AI transformation should be the specific business problem that needs solving. This approach often leads to more effective outcomes as it focuses on enhancing customer service and adding value to the company.
A significant topic in technology today is generative AI (gen AI). There’s a tendency for companies to create problems just to apply gen AI solutions. However, it’s essential to return to fundamental business issues and consider a broad range of technologies that could address these problems.
Talent plays a critical role in digital transformations. Companies serious about these changes manage to attract the right talent by committing to a modern technology environment. This environment should not hinder the development of employees’ skills. The conversation around talent should focus on the company’s technology architecture, data management, and software engineering methods.
Existing talent within companies can be developed to manage new digital products or solutions. Understanding the business problems and providing additional training are crucial. The most important skills are not technological but rather a deep understanding of the business combined with a basic knowledge of technology.
A common issue companies face is not fully capturing the value of implemented technology. This often results from secondary effects within the system that hinder the full realisation of the technology’s potential. Addressing these operational bottlenecks is essential.
The book “Rewired” emphasises that outsourcing is not a viable path to success in technology development. In-house development is more productive as it allows for a deeper understanding of the business context, leading to faster and more effective technology solutions.
In a digitally transformed organisation, IT becomes an enabling function, focusing on cybersecurity and distributing tools and data for innovation. This shift requires a change in the roles of the C-suite, with each member playing a part in the transition. The CIO, for example, needs to facilitate innovation across the organization, while HR must focus on recruiting and upskilling talent. Finance has to adapt to a new funding model, moving from project-based to persistent funding.
The control functions, like risk management and compliance, also need to evolve. They should guide development from the outset, identifying and monitoring risks associated with innovation projects.
In summary, digital and AI transformations require a comprehensive approach, involving changes in talent management, operational models, and technology. This process demands a shift in mindset across the organization, with a focus on continuous innovation and addressing core business challenges.
