Despite this suggested correlation, transformations that are solely focused on technology often fail to meet long-term business expectations. The reasons for this can vary from overinvesting in technology while ignoring the soft elements of business transformation to mistaking successful technology implementation with a successful business transformation without measuring its sustainability. This challenge is compounded when leaders fail to align technology transformation with the drivers of transformation.
Quality engineering tools and practices can help. Big data, social media, marketing automation and customer experience are bankable technologies in this venture, but does that mean you have created an unbeatable business model? As they say, the technology world is flat. Many organizations are enjoying the luxury of quick starts when implementing new technologies.
These technologies are broadly tested before being released into the market for enterprise-wide consumption so organizations can quickly start their journey from proof of concept POC to implementation, but adoption and value realization remain challenging. This looks like a quick win, but these short-term advantages fade away when your competitor builds something new and adopts it in a way to realize the full value of their investments.
Does that mean you need to start implementing or building something new on top of existing programs? Think again. Is it right to start over from scratch, making technology the driver rather than the enabler of the business transformation? Certainly not! So what is the ultimate competitive advantage for business transformation in the flat technology world? Digital leadership. Better culture. Vision positioning.
Yes, these are the drivers of business transformation. Further, they might add DevOps tools and technologies they are using to increase the go-to-market speed without compromising on quality. Desirability measures how much the idea meets a need of ours or the customer.
Other items we ask ourselves are: does this solution satisfy a need? Do I, or my customers, have a problem that can be solved with this product? If the answers are no, we will develop an app that no one will use. An example? The iPod, which has changed the way we listen to music.
Is it convenient for customers? Will it have a competitive price with the main competitors or the closest alternatives on the market? A classic example is Dyson, who developed one of the first electric cars, using the best materials on the market and the best technology, creating a fantastic design and reaching about km of range. Definitely out of the market considering the mid-range segment the car was aimed at. Finally, feasibility is the ability of the company to realize the innovative idea, given its resources, capabilities and processes.
This is where technology comes into play. Are we able to use or conceive new technological solutions to accelerate time to market? Do we have sufficient internal capabilities to guarantee production? All three requirements must be met to ensure that our innovative solution reaches the market and is accepted.
Some successful examples: Uber, which has changed the way we move around the city. Netflix, which rented cassettes and DVDs and turned into an app for watching movies and streaming series. Amazon, which revolutionized the retail world by creating a new marketplace.
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