The way entities go about digital transformation might be different now, compared to pre-Covid expectations, according to George Westerman, principal research scientist for workforce learning in MIT’s Abdul Latif Jameel World Education Lab.
The prior assumption was that customers value the human touch. In some cases, Covid experience suggests a well-architected digital experience can offer an equivalent or even a more personalized transaction than an in-person engagement, at least in some cases, he argues.
Many entities might have assumed it was prudent to be a “fast follower.” But there was nobody to follow during the instant economic shutdowns Covid policy required. Business closures required immediate action.
Digital transformation is not an especially new concept, but it also is a term used in several distinct ways. In some ways DX is a deepening of the “data-driven decisions” mantra.
It can refer to customer experience, operations or business models. In rare cases DX is a combination of all three, though generally beginning in silos. Connecting dynamic operations therefore tends to be a longer-term goal, no matter how the discrete initiatives unfold.
Customer experience, customer intelligence, sales processes and growth, customer touch points, operations and business models (customers, products, problems solved, revenue generation models, fulfillment) all are parts of the broader DX agenda.
The key point is that DX is about transformation, not simply “going digital.” That noted, the foundation for digital transformation is a clean, well-structured digital platform.
None of the other digital elements can achieve their full promise without it, MIT Sloan researchers argue.
No comments:
Post a Comment