Digital transformation is meaningless without considering the organization’s environment and ecosystem; Considering the nature of transformative technologies that disrupt the business models of companies, an organization monitoring digital transformation, in addition to monitoring the impact of these environmental changes on its strategies and different scenarios for to compile by themselves, pay attention to other components of their value chain and evaluate the changes that the digital age will pass on them and, accordingly, the changes that they should make in exchange for these changes in their business.
According to BCG, the key to this principle is to keep your mind open to all scenarios. Loss of business and extinction of your current business model is also one of these scenarios. But these scenarios will not always be bitter and dark. For example, Domino’s Pizza can never replace pizza with technology, but it can optimize its core value-supporting processes with technology.

Ambitiously map out the digital landscape.
In today’s digital age, success is often achieved by organizations that set ambitious goals and strive to become leaders in their respective domains. With the vast array of opportunities available, a well-crafted strategy and a synchronized ecosystem can empower an organization to dominate its digital landscape. According to BCG, a common pitfall of digital strategies is underestimating the organization’s capabilities, rather than being derailed by overambition. It’s essential to recognize that digital strategy often requires a comprehensive approach, including planning and determining the strategy for your organization’s ecosystem as a whole. By adopting a bold and forward-thinking vision, organizations can unlock new opportunities and drive innovation in the digital space.

Trial on value-creating use cases.
When embarking on digital transformation, leaders often have multiple projects in mind. However, according to BCG, it’s essential to prioritize and focus on 2-3 key initiatives to achieve meaningful improvements in productivity and value creation. Unilever’s experience serves as a prime example. Rather than attempting to transform every aspect of its business, the company focused on a critical priority: data-driven marketing. By leveraging a massive database of 1.5 terabytes of data, Unilever was able to optimize its marketing programs. When selecting these initiatives, it’s crucial to consider the customer’s journey map and identify pain points. A digital strategy that neglects the customer’s needs is not a successful digital strategy. By keeping the customer at the forefront, organizations can create a truly effective and impactful digital transformation program.

 Create digital capabilities (both technical and cultural) in the organization.
The common analogy for digital transformation is a car changing its wheels. However, in reality, it’s unrealistic to expect all organizational activities to come to a standstill until a new entity is born. Instead, it’s essential to recognize that technical and non-technical capabilities, as well as new function creation, can aid existing mechanisms and processes in navigating the transition stages. Digital transformation is a long-term journey, and cultural and human factors within the organization are crucial components that require significant time and attention.

Proactively manage and monitor digital transformation activities.
As your organization’s digital transformation journey moves forward, creating a central point for orchestrating and coordinating all aspects of the organization becomes more important. Digital governance mechanisms (such as digital transformation committees or digital chief executives) are fundamental issues in the organization’s digital transformation that should be considered. Keeping pace with digital transformation will be essential due to its complexity and ambiguity.