Lessons learned: Getting digital transformation right – from data to choices - Cafeqa

Lessons learned: Getting digital transformation right – from data to choices

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“If you don’t have any focus, digital transformation becomes very ineffective,” says Kamala Manju Kesavan.

“What is your objective?” Is your tech stack being cleared? Will you be addressing a customer’s issue? Having well-defined objectives and a plan is crucial.

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Naturally, there may be a perfect scenario in which you can resolve the customer’s problem while simultaneously refreshing the stack. From the decision-making procedures to the use of data to the sustainability of an organization, efficiency is the key to a successful digital transformation plan.

First and foremost, according to Kesavan (left), head of software engineering at a top financial provider, digital transformation projects must prioritize the needs of customers while also integrating technological and commercial objectives. Several considerations need to be considered by organizations from a technical, business, and operational standpoint, she adds. Your present infrastructures, any gaps, and the best way to prepare for new technologies should be evaluated by the technology organization. From a commercial standpoint, however, it is essential to know whether this digital approach will help the company achieve its aim.

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For digital transformation to be successful, “operationally” both must be integrated

As a seasoned director of engineering, you need to be able to juggle numerous tasks at once. Kesavan has worked in management and director capacities for a variety of companies, from retail to IT. Managers are better equipped to devise practical plans and objectives when they possess expertise in both management and technical fields, according to the Berlin School of Business & Innovation. “Engineering managers have a holistic understanding of every necessary aspect, which makes it easier for them to make balanced decisions.”

All of this lines up with what Kesavan has seen. In contrast to the more hands-on nature of technical labor, she says that managers must be able to “understand to learn broader” and “include the strategy” while making decisions.

“Please tell me what’s going on,” Kesavan says. What this implies for me is that I need practice asking the correct questions, being honest when I’m confused, and finding the proper person to ask for help when I need it. In terms of leadership, they are the factors that were most helpful to me.

Whether you’re talking to the engineering teams under your supervision or the architects right next to you, having a solid technical background is very critical when it comes to basing judgments on what they say. Two anecdotes from Kesavan’s retail days concern cloud migrations, she says. She says that her background as an Oracle Database administrator and SQL developer was crucial in reaching a selection with one. The second one was about a shift in the project’s focus.

“They engaged me to restore the whole system,” says Kesavan. But after consulting with other merchants and architects in my organization, I realized that tearing everything down and starting over wouldn’t be necessary to fix the issue. Rebuilding a specific application will be simpler, and integrating it with a third party will allow me to get to market quicker.

According to Kesavan, it is essential for a manager or leader to keep in mind that their job isn’t to have the finest technical skills, but to foster an atmosphere where their team can give their all. The ability to make connections is crucial. You can tell how other teams are performing since you’re a leader who talks to a lot of people.

Another area where a manager with a technical mind may bridge the gap between IT and business is in data use. The most daunting have typically been the internal impediments, according to Broadcom’s Serge Lucio in a Harvard Business Review article.

Data, as pointed out by Kesavan, must be your “starting point,” and before analysis can begin, raw data must be cleansed and organized. Using the data to make a strategic, operational, or tactical decision is the next step. According to Kesavan, “it is a very big task” to gather the data, analyze it, and draw useful conclusions from it.

Improving client satisfaction was a big effort at one job. Before classifying the manufacturing flaws, Kesavan analyzed them and made a pattern out of them. They were able to “go deeper, fix some of our core issues, and introduce new features too” because of it, she says. Sometimes the consumer is confused about what to inquire about, yet they may sense that something is off. As a result, we must comprehend the data and deduce its significance.

On a more distant time scale, the sustainability aspect may be the most persuasive. Sustainability and digital transformation “must simply go hand in hand,” according to the International Telecommunication Union. Efficient e-waste management and the carbon footprint of new technology are two examples. Your company’s reputation among potential members of Generation Z will rise, and emissions will go down, according to research.

On June 5th and 6th, at Digital Transformation Week North America, Kesavan will talk on digital transformation as a long-term plan, including topics like new technology and the broader advantages it may bring to a business. From where do we start?

The first thing, according to Kesavan, is to take responsibility for your actions. First, I need to figure out how my business is consuming energy, then I need to figure out how to lessen its effect on the environment, and lastly, I need to figure out how to have a positive social impact on my neighborhood, my workers, and my stakeholders. In doing so, we can better pinpoint areas in need of improvement and formulate a strategy for introducing more environmentally friendly procedures.

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