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Digital Transformation
Staying Surefooted on a Treacherous Journey
Janaki Baratam
General Manager and Americas Sales Head
Connected Enterprise Services (CES)
Table of Contents
03 .................................................................................... Introduction
04 .................................................................................... Complexity is a Reality
05 .................................................................................... The Roadmap for Digital Transformation
06 .................................................................................... Overcoming the Challenges of Continuous Integration
Introduction
The technological choices that an organization makes to create its digital future
determine its differentiators. But an overabundance of choices is leaving
organizations confused and unable to proceed on a safe and secure
transformation journey. What are the key factors that drive a successful digital
transformation strategy?
Complexity is a Reality
Technological transformation is an old game for large organizations.They
have been doing it for almost two decades with their ERP, CRM and
logistics systems – finding life in the diaspora of technology within the
organization through localization to support different geos, diverse
financial systems and varied compliance requirements. They have been
there, done that. So what's the big deal about technological
competition) is not going to give your business any differentiation.
How you bring together the various components of your digital
ecosystem will define your business, your differentiation and the
competitive barriers you raise.Today, it is difficult to find a single platform
that can serve all your needs – simply because you cannot accurately
predict your needs for tomorrow's markets you will operate in. This
transformation now? For one, in the always-on, always-available, digital era
means picking and choosing from the available technology and doing it
with software-defined everything, there are a hundred different systems
ever so often – in fact, as often as customers and business
and subsystems to integrate and manage. It means working with a number
imperatives demand.
of providers, adding to complexity. Even more challenging is the fact that
the scope and development of these applications and systems is
continuously evolving. The digital universe demands an iterative and
incremental approach to development. Organizations can therefore
expect small features and refinements added every few weeks to their
applications. That is quite a contrast from a not-so-recent era when
application updates and releases were made occasionally, by a single
provider, after major changes were incorporated and tested.
Organizations are piecing together their business by integrating ecommerce engines, information management systems, mobile device
management systems, digital asset management systems, business
intelligence engines, social logins, social CRM and so on. With a vast
number of providers, your business has access to subtle variants of each
component. This isn't as simple as it sounds. Navigating the choices has
itself become a major hurdle. To give an idea of what is happening out
there, Chief MarTech had identified 947 companies last year in the
There is a good underlying reason why complexity – along with a
marketing technology space. That number has swelled to a staggering
reasonable dose of chaos – is replacing the comfort of large-scale
1,876 this year. How you choose, how you integrate and customize and
standardization. Organizations want differentiation. Using the same
how you update these components determines your competence,
product, from the same box and using the same operating manual (as
competitiveness, disruptive capability and resilience at any given moment.
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The Roadmap for Digital Transformation
Consider the technology landscape for an organization that wants to take
to understand customer behavior and sentiment, and generate consumer
a leaf from the book of a widely used consumer app. Chances are the app
insights, an organization can begin to engineer its products and services to
is easily updatable, customizable, cheap and intuitive to use. Organizations
meet those needs, produce relevant content, establish a model that
and their customers long for such adaptability, flexibility, usability and
targets customers with customized promotions and set up effective
scalability. How does an organization achieve this transformation? The
delivery channels with fulfilment processes. This is the 50,000 ft, high
roadmap is not simple. It begins with the Holy Grail of digital
level view. Once drilled down, the granular, ground zero view would look
transformation: data and analytics. Once data and analytics are deployed
something like this (see Figure 1):
Deep Consumer
Insights
Seemless
Fulfilment
Omni Channel
Experience
ANALYTICS
Highly Relevant
Content
Targeted
Propositions
Figure1: Components for digital transformation with analytics at the core
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•
Generating Deep Consumer Insights would need social
sucking up resources and management bandwidth. And yet, the
listening, syndicated consumer data, product registration/usage and
organization must live and breathe change to remain agile.
profiling capabilities along with consumer identity and access
•
Producing Highly Relevant Content would call for access to
product data, user generated content, digital content management,
The solution lies in a two-fold approach:
•
the automation, the easier it is to identify the change required, make
search engine optimization and social targeting capabilities
•
•
the change, test it and integrate it with business processes.This brings
Targeted Propositions/Customized Promotions would
down effort, reduces re-work and squeezes time-to-market. At the
require CRM, trade promotions and campaign management,
bottom of achieving continuous integration lies the ability to 'sense'
recommendation engines, dynamic pricing models and mechanisms
emerging requirements early enough and improve release cycles
and targeted service levels
•
Development tools and automation: the more sophisticated
•
People and skill building: Organizations that are on the path of
Omni Channel Experience/Management would demand
continuous change also recognize that the complexity of their
understanding consumer preferences, best-outcome-at-lowest-cost
technological landscape is directly related to the quality of the people
approaches to channel adoption and usage, creating digital
and skills they have. They know that complexity cannot be managed
experiences and engagement (across online, mobile and brick-and-
going by a rule book – there is no rule book that can keep up with the
mortar) and partner collaboration
current pace of change.What it requires is bringing together a talented
Seamless Fulfilment would require payment options and logistical
capabilities (including reverse logistics), warranty management
and CRM
Senior leadership and boards responsible for the digital strategy and
transformation of their organizations are eager to make the journey. But,
they must move with caution. The roadmap, although reasonably well
defined, can be slippery and treacherous. This is because there are many
team that can solve problems quickly and efficiently. If the team brings a
measure of innovation with it, continuous change and integration
become easy to manage, ensuring that the organization remains agile
Not all organizations have access to the required talent.To overcome this
limitation, they could opt for external partners who bring with them the
breadth and depth of experience along with the tools and infrastructure
required to address the challenges of digital transformation.
choices to make and they must be made wisely to ensure that all the
components integrate well and can be upgraded at will to meet
future needs.
Overcoming the
Challenges of Continuous
Integration
This raises an inevitable question: how easy or difficult is it going to
be - and how long will it take - to change or upgrade the technology
components that make up an organization strung together by a digital
thread? In other words, agility becomes a key concern.
It must not be forgotten that a digital enterprise chooses to build its
distinctive DNA - its differentiation, as we have already discussed - from a
rich choice of digital components. But the organization must also remain
mindful of the "change-the-business" space where new products and
campaigns must be continuously launched and new markets and
customers acquired. This means applying continuous change to its digital
presence with the concurrent challenge of continuous integration.
Continuous integration capabilities are essential. It is impractical to believe
that a modern organization can stay static for long.To keep pace with rapid
change, and strengthen the DNA that differentiates it, it must keep itself on
the path of evolution.The continuous change and integration can result in
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About the Author
Janaki Baratam has more than 25 years of experience in Digital and Integration business and excels in technology solutions sales and
program delivery. In his current role, Janaki heads Americas sales for Connected Enterprise Services in BAS, and is responsible for digital
technology transformation, commerce and integration businesses there. He is in the thick of developing ground breaking services for
Wipro's customers in transforming their online multi-channel B2C and B2B commerce and integration strategies. He can be reached at
[email protected]
About Wipro Ltd.
Wipro Ltd. (NYSE:WIT) is a leading Information Technology, Consulting and Business Process Services company that delivers solutions to enable its clients do
business better. Wipro delivers winning business outcomes through its deep industry experience and a 360 degree view of "Business through
Technology" – helping clients create successful and adaptive businesses. A company recognized globally for its comprehensive portfolio of services, a
practitioner's approach to delivering innovation, and an organization-wide commitment to sustainability, Wipro has a workforce of over 150,000, serving
clients in 175+ cities across 6 continents.
For more information, please visit www.wipro.com
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One of our global customers makes changes to systems every two weeks and is now trying to bring that down to every week
Marketing Technology Landscape Supergraphic (2015), January 12, 2015: http://chiefmartec.com/2015/01/marketing-technology-landscapesupergraphic-2015/
On a related note, the capability to respond to continuous change largely relies upon keeping the cost of managing change under control -- one method to
achieve this is via a variable IT model
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