The 7 Digital/Business Transformation Questions

Here are seven questions to ponder before undertaking a digital/business transformation.

1.     How do I bring order out of chaos?

Create two structures; digital for storage and processing, manual for design and construction. You need to create a digital system that will manage and organize your data, as well as help in reducing human processing thought time, providing you with information that is inputted efficiently, assimilated and calculated to provide easy to understand outputs (reports). Digital is the tool that helps the brain decide and act to improve overall performance.

2.     How do I differentiate between digital and manual?

There are two types of digital. The first is information only, any information, from an idea put into words to a whole database of data with queries and ML algorithms. The second type is process control, where the information is used to drive equipment, which takes from the manual process.

Manual is the human physical work done irrespective of the digital. A printer is digital, the printout is digital, but the replacement of ink and of paper to fill a printer is manual. The input of data via a keyboard is manual, the processing of data inputted is digital. The scanning of barcodes by a robotic system is digital, the process of scanning a barcode by hand is manual.

3.     What is a digital environment?

A digital environment is a complex organization (organism) of hardware, software, cabling and interface between human and machine. A digital environment includes everything that inputs data into the system (sensors, keyboards, scanners, microphones etc) and equipment used to provide data for reporting (printers) or managing equipment processes controlled by the system (system-controlled machinery, robotics).

Essentially we have digital environments all around us from the basic A/C and TV controls to comprehensive IoT and robotic manufacturing sites.

4.     I think I know what I want, but how do I know what I need?

Designing a comprehensive digital infrastructure is much more complex than most appreciate. The cost-benefit ratio is the ultimate tool you require to act as a framework for designing what you need. Consider your market and your goals, consider the ergonomics of delivery (input and output), consider the market niche you want to reach and the ROI you require to meet the break-even point. Match these with what the digital market has to offer and review what others have done before you and use them only as a benchmark, not as a goal. Now add your vision (not fantasies) and factor in cost-benefit once again.

5.     I know now what I need, how do implement change without disrupting performance?

You will not be able to implement change without disrupting the system in place. The only way you can hope for is to minimize disruption through risk assessment and review all the weak points in the mesh. Consider that the human factor is the only weak point, resistance to change and low-level grumbling does impact performance during and immediately after the change. You will need to develop a comprehensive change map that includes all aspects of human interface including psychology and training.

Designing a system must be in line with the ability to interface with it, the simpler the interface the easier it is to implement and the faster the ROI.

(Tip: MTM-consider every click of the mouse, every movement of the eye and the hand relates to time, how do you reduce the eye-hand interface with the system to both save on time and mitigate risks. One of the laws of maintenance states that the less moving parts the less chance of failure, so too with inputting data.)

6.     What are the transformation steps I need to follow?

There are many different approaches, however, managing change can only be done with precise planning and project management controls. You must have key roles assigned to specific individuals and each person in the process from the cleaner to the CEO must have a defined role and be part of the change environment.

Once you have designed the system you want to put in place, and this can be a simple process of adding a printer in a key location to building a complex automated warehouse linked to a sensor-driven satellite GPS audited logistics system. You will need to define the resources you require that include the people, the equipment and the materials needed to deliver the change.

Change is like the construction industry, so approach the process as if you were constructing a building. Remember, the human element is key to success not the system being built. So training and audit of the process are key to success.

7.     I have managed the change and now have a new system in place, what next?

Three things have to be done, the first is to continue training and debug the system. The second is to find the weak points in the system and bolster them. The third thing is to consider the new system old and look for ways to improve upon it. Always factor in ROI and remember, if the machine isn’t broken don’t fix it. With that in mind, remember that sometimes an old working machine might not need to be fixed, but it sure as damned well might need to be replaced with something that provides better efficiency and better ROI.