Key objective of the digital enterprise
This is the third in a series of nine articles on the digital enterprise. In the first post, we talked about the digital enterprise extending its borders outward to channel providers, partners and customers, and other ecosystem players through an open architecture.
In the second article, we discussed the importance of actively building trust between ecosystem partners, reassuring them of your Win-Win-Win (Company-Channel-Client) intention; and provide the political support to strengthen the mindset of digital collaboration.
In this article we will talk about experience. Once trust is established, the challenge of large-scale execution follows. A digital business that extends its footprint beyond its own borders will be faced with the challenge of effectively using digital tools with a greater scale and complexity of its ecosystem.
How do you train the large number of ecosystem participants, many of whom are not that tech-savvy? The opportunity to solve this problem comes from the design of systems based on experience. It should be so intuitive, so enjoyable, that you don’t have to train the users.
Focus on experience avoids the need for training
The experience is an upside down waterfall
- If your employees don’t have efficient and effective processes, how can they serve your channel well.
- If your channel is not connected effectively, how are you going to provide a great experience for your customers?
The effectiveness of your digital initiatives should focus on experience; which will also help you overcome trust issues. Is the experience only about the design of your screens and the quality of the visual elements of your user interface? No. The experience begins with understanding the needs of your stakeholders.
The experience should start with the design – use the Design Thinking process to capture the expressed and latent needs of your stakeholders.
You can start with the Design Thinking process to reverse engineer the needs of your stakeholders, understand their visible and latent needs, and design your systems and workflows around it.
For example, in food delivery or e-commerce, there is constant competition in terms of the experience they provide to the customer. It’s not just the app experience, but the holistic experience – the cancellation and return experience, the support experience, the delivery person experience.
Silos: The Enemy of Experience
But why struggle with the obvious – experience? It’s the silos, idiot!
The traditional conception of the organization was focused on the processes and not on the customer. For example, in the automotive industry, you have huge sales, service, and parts departments. All serving the same client and sometimes at odds with each other.
To create a great experience, we need to break organizational silos and connect all the departments that collectively contribute to the customer experience. We need to become integrators by connecting these silos to bring them together. For example, forming little cross-functional boards and running a common agenda or sometimes including a reseller in your discussions of how you’re going to design your CRM systems, and that kind of gives you a health check.
One of the most difficult experience designs across various silos is the employee onboarding process. Admin, HR, Function, IT, etc. – there are many functions that need to come together to provide a great join experience for new hires. This requires not only the orchestration of the systems, but also the physical elements – seat allocation, provision of a laptop, etc. As well as experiential elements such as a bouquet, a prior call for membership of the manager, presentations after membership and assimilation.
If you want to experience the challenge of delivering an exceptional experience firsthand, look no further than a new hire onboarding experience or a new customer onboarding experience. It has all the elements of human interaction, physical dimensions and digital empowerment.
Designing for experience is all about adding value to everyone in the chain and communicating effectively and proactively about why we are doing it rather than following.
Please leave your comments here, or start a discussion on the post in the author Linkedin publications. Soon we will cover the technical debt. This is mainly the challenge of building a skyscraper on the foundations of a four-story building. This is, I would say, the least focused aspect of digital transformation.
The article was written by Jagdish Belwal, Founder and CEO, Jagdish Belwal Advisory