Many companies even started digital transformation earlier, and in this article we would like to talk about what methodological base we have today and what challenges business faces in digitalization.
When working on transformation, any company aims to achieve economic results, optimize business costs and improve the quality of service.
Are there any guidelines?
The document primarily defines a general approach to the strategic planning of digital transformation, taking into account the values and mission of corporations.
What areas can the strategy include? Here is an approximate list of programs: reengineering and digitalization of production processes and management functions; digital twins; creation of digital products; realization of marketing potential; architecture and infrastructure of the Civil Code; digital competencies of personnel; Information Security;
organizational changes within the program. The planning horizon can also be different depending on the scale of the company’s activities and its priorities: long-term (10 years), horizon of state tasks (5 years), medium-term (3 years) and short-term horizon.
The strategy should take into account the current corporate documents and correlate with them (long-term plan, long-term development program, investment program, other documents). Let’s see which points of the strategy are mandatory:
Links to the legal basis for the development (if any);
Analysis of best practices for solutions in your industry area;
Expert analysis of the current state of digitalization in the company;
Projects and activities for digital transformation;
Risks affecting the implementation of the strategy, assessment of their impact and risk mitigation measures.
Each program is allocated in a separate subsection with a passport and an action plan, key results and effects from implementation are determined.
The key task in the implementation of digital transformation is the appointment of a manager with the appropriate functions and powers and the formation of a Competence Center.
Research centers, corporate laboratories and innovation development departments can be involved in the formation of the Competence Center. It is also necessary to define a system for monitoring the implementation of the strategy with a comprehensive assessment of the main indicators and, if necessary, measures to adjust the strategy.
What’s going on now
In Russia, the state clearly defines what it considers necessary to support: the Internet of things, artificial intelligence, quantum computers, but does not invest in cloud infrastructure.
investing from 3% to 10% of their annual revenue for these purposes. At the same time, only a third of companies use even such relatively simple technologies as electronic document management and cloud technologies, and more than half of the solutions that companies use today are outdated.
Of course, there are also successful projects for the digital transformation of individual processes, for example, Russian Railways, Rostom, Rossetti, Gazprom Neff, but first of all.
large companies that are accustomed to the predictability of what is happening and established decision-making cycles will have to change their approach to work. Over the past two years in Russia, the number of companies that have launched and are implementing a transformation program has more than doubled.
Among the priority areas of digitalization, companies consider the digitalization of business processes, data-based management and customer experience management.
and Russian companies have also begun to use data more to solve more complex problems. So far, less attention has been paid to complex areas that can bring benefits to the company in the long term – this is the development of human capital and competencies and the creation of its own new products.
“Russia occupies an average position in terms of the level of digitalization of business, and we all now see a wide spread in various areas. For example, the digitalization of retail in Russia is ahead of many countries, but at the same time, the social sphere is still lagging behind. And there are no general recipes and answers for all areas, you need to approach it individually, ”comments Nikolai.
What digitalization challenges are companies facing today?
lack of information about digital technologies;
a shortage of personnel, which will become more and more widespread as digitalization unfolds. As part of this problem is the lack of experienced managers who can implement modern digital business strategies.
The pace of digitalization development and the demand for digital competencies and expertise are growing faster than the market for highly qualified personnel in the digital economy, therefore, in the future.
the pace of digitalization will largely depend on the development of training programs, the involvement of the state and business in training personnel for the new economy, the intensification of the exchange of experience and the transfer competencies across industries. Another important obstacle to digitalization – resistance to change within companies – is also a consequence of the low level of technical awareness of specialists.
Sharing experience and advice
We successfully participate in digital transformation projects of the largest Russian companies and are ready to share our experience that will help you plan the process more efficiently.
Use of a single platform
Any company facing digitalization knows firsthand that it is quite difficult to work in different systems, so it is important to decide on the “central control node” of the company’s information systems. The “Digital Workspace Portal” (CRP Portal) based on free software (OSS) allows you to use a large set of ready-made basic modules right out of the box, as well as automate individual specific processes.