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ILLUMINATE SRCS SOFTWARE

Complete - The organisation has people, processes, and technologies in place for that capability (e.g., renewals management).

Once these capabilities were identified, we conducted a capability gap analysis from three perspectives: However, in practice, the business value analysis starts from the business model exploration stage and continues through the other stages. The reason why business value is the last deliverable is because the final stage is when it’s ratified. Hence, one of the key deliverables (deliverable 7) shows the value of implementing the business and technology strategy. The Illuminate framework is anchored in the concept of business value. Post that, we proceed to creating a roadmap or blueprint (deliverable 6) for strategy execution. Instead, focus on creating a future state architecture (deliverable 5) that can take the business forward. Care should be taken to not get too bogged down in this step. We start by understanding the current state of the technology landscape (deliverable 4). Once the business needs and business strategy are understood, then the technology strategy can be built. With the business objectives and customer journey as input, we create a capability model for digital transformation. This is where we understand the business objectives/goals and map them to the desired customer experience or customer journey. The first three deliverables focus on the business.

The Illuminate framework outlines seven key deliverables that guide both business and technology teams. Our Illuminate approach is a pragmatic seven-step approach that builds on this mantra to help create digital transformation blueprints. At Salesforce, we use the mantra, “ Think Big, Start Small, Move Fast”, coined by Brett Colbert, VP of Enterprise Architecture. This approach fragments their business processes, data, and experiences, ultimately driving up costs, and forcing the project to be abandoned.Īn enterprise approach, by contrast, looks at transformation holistically, connecting different parts of the business to deliver a cohesive and differentiated customer experience. Why do organisations find it hard to turn strategy into execution? Because many of them adopt a siloed or project-based approach to transformation.

However, their CFO needed help operationalising this strategy on the ground.

ILLUMINATE SRCS SOFTWARE

One of our customers, a high-tech manufacturer of software and hardware solutions for the construction industry, had a digital transformation strategy in place to change their revenue model to a recurring revenue one.

The fact is that digital transformation isn’t just about implementing new technology – rather, it’s about enabling fundamental, large-scale change across the organisation. However, a Forrester Consulting study commissioned by Dell Technologies found that more than 55% of companies, including respondents from India, are struggling to meet their digital transformation goals. In fact, a recent DBS Digital Readiness Survey found that one in two corporates in India have a digital transformation strategy in place. COVID-19 has accelerated digital transformation across companies of all sizes and industries.