Several books have been written on DTX by a few highly recognized analysts, software architects, CEOs, and consultants. Over the last 15 years, as I’ve been studying the subject of process-led digital transformation, I have realized that the topic is vast, very quickly changing, and rife with business agendas of companies who aspire to own DTX, ultimately crowning themselves as your go-to source for everything DTX-related. These agendas manifest themselves through e-books, podcasts, and various marchitecture (marketing and architecture) materials, printed on glossy slides and funded by marketing budgets.

The challenge of learning about DTX from software vendors lies in the concern over “vendor lock-in.” This refers to the perception that companies are compelled to adopt a vision of DTX that aligns more closely with the software vendor’s perspective, rather than pursuing a path that aligns with their own strategic goals...

In this section, I will focus on the five types of scenarios that can lead to the launch of a DtC program. Some efforts may ultimately lead to the DTX program involving parallel workstreams, and some never get enough support for enterprise-wide adoption. All five scenarios are based on real-life examples of large companies embarking on digitization projects.

Top-down transformation

Top-down transformations have been mastered by software vendors who usually pursue monetization of opportunities from the sale of software licenses. This style of transformation involves an executive leader stepping up to announce the massive effort to redesign business processes at a large scale in the organization. Many times, the vision and know-how behind the plans come from software vendors who aggressively pursue their own agendas by introducing digitization platforms. While, on the surface, this style seems the least risky due to the centralized level of control, this style...

Now that we understand that DtC programs need a little bit of foresight to be successful, let’s talk about the creative process that preempts the planning phase. Jointly crafting and socializing a vision of DtC is a step that’s very often overlooked, which can have far-reaching consequences for your DtC program. Rallying people around fuzzy and ill-defined visions won’t generate enough support in the organization intending to transform itself. Let’s face it: changing the way companies operate can be difficult. Visions rally people around common goals while bringing perspectives that might have been overlooked. They also define future benefits and the reasons behind the work that’s just about to start and continue for months, if not years. Visions should be drafted by a leader who stands behind the idea of the transformation, who understands the business and challenges faced, and who can identify...

The World War II leader and U.S. President Dwight D. Eisenhower made a paradoxical statement about preparation. Here are two versions:

• Plans are useless, but planning is indispensable.
• Plans are worthless, but planning is essential.

The advice of the leader of the free world should be considered when anticipating all potential impacts of DTX. Planning is a creative exercise that helps to prepare for the future without fully knowing what the future holds. Each business leader usually relies on their past experience and competitive research when anticipating the future; however, I’d like to call out the following common scenarios, which will require some careful consideration.

Plan for continuous adaptability

In today’s economic environment, the primary value of digital change programs revolves around supporting strategic adaptability. Your company can no longer rely on the economies of scale and drastic efficiencies that...

DTX within a company will mean different things to different audiences based on people’s roles in the organization and the overall size of this topic. That’s why it is essential to craft the vision of the transformation that’s shared and to obtain buy-in from executives who are going to stand behind your execution plans. DTX initiatives don’t always start in a top-down fashion, and if they do, they require a tremendous number of resources to push everyone in the same direction. Process transformations can also start in an ad hoc manner with different timing and different organizational maturity; thus, once your efforts are underway, it’s important to organize work around workstreams that will support major pillars of the DTX, sustaining your efforts month after month within this stable framework. DTX requires both tons of commitment and a long span of planning. Professionals who have participated in such efforts compare them to marathons versus...