Every business wants to build a modern operations environment; every CIO wants to drive business transformation, often through digital transformation; and every enterprise wants to find a way to overcome the agility-stability paradox to thrive.
These initiatives are all essential to the bottom line, but in modern IT environments, organizations must contend with an evolving business and IT landscape that can make it difficult to achieve these goals. Today’s enterprises must maintain reliability to ensure customer experience, uptime, performance, security and compliance, while also seeking agility to increase release velocity, enter new markets, and remain competitive.
Whether it’s mismatched technology, a lack of mutual understanding, or too much change at once, the barriers to success in the digital economy continue to stand tall. So how can today’s enterprise build out modern IT operations and achieve crucial digital initiatives? In this slideshow, PagerDuty shares the nine rules for achieving digital transformation in the enterprise.
Achieving Enterprise Digital Transformation
Click through for nine rules organizations can use to help them achieve digital transformation in the enterprise, as identified by PagerDuty.
Define what is right for your team/organization. Digital transformation requires an established communication path and orchestration across teams. Digital transformation requires more collaboration and bringing data, process and people together. Look for tooling that facilitates this dialogue.
Take stock of your operations. Access what you have done well and determine areas that need improvement. Acknowledge the existing culture and people, identify who needs to adapt, and communicate why. Again, this is a process of bringing data, process and people together.
Do you have a process in place? You’ll need to find ways to streamline workflows, define instead of inherit urgencies and alerts, and automate wherever possible.
Create an isolated learning environment. This needs to be a place of collaboration where there are no failed experiments and your team can manage what matters.
Digital transformation is a moot point unless you have a clear connection to customer value and pain. Think deeply about why your organization needs to be more fluid and agile; draw on customer touch points and use cases.
Don’t feel the need to boil the ocean. Digital transformation will never happen overnight so start small and enact change wherever possible. Adjustments, even minor ones, add business value and build a foundation for major transformation down the line.
Digital transformation requires a lot of trust. Good leadership means empowering your team; great leadership means knowing when to get out of their way.
While tools alone can’t enable digital transformation, they are important parts of the process. Integrating new tools can jumpstart major change – try making things easier on yourself by aligning tooling with what you already have across your operational modes.
Achieving digital initiatives means value for your organization. Celebrate failure, move quickly, and remember that there’s always a lesson to be learned.