A glimpse of my partaking in Oracle’s Qatar Digital Reboot Webinar, through which I have elaborated over the most critical domain that Barwa Real Estate is demanding from the IT.
Without a shadow of a doubt, data must be at the crux of strategic decision making process. Hence, nowadays it is not uncommon to spot a C-level position responsible of that crucial function; Chief Data Officer. In line with that, data can supply perceptions that support business to respond to its fundamental questions, such as; how can the business enhance customer’s retention and satisfaction levels? As earlier said, data guides to awareness, from which managers and business owners can take actions and decisions that boost the operations. Accordingly, at the outset of decision-making process, we should begin with the business strategy, as getting confused by the potentials which big data can provide along with getting lost in the hype surrounding data is quite easy. Hence, starting with a robust strategy can help to overlook the hype and focus on the difference that is about to have on business (Marr, 2016).
The subsequent step is to recognize the type of data the business wants to acquire or access. It is important to realize that no sort of data is integrally better than the other. Thus, business must emphasize on recognizing the best data for them, the one that possibly will assist them answering their most persistent challenges and bring on their strategic goals. As soon as the business identifies the data it needs, it is advisable to check if the business already possesses few of the sought information, even if it is not instantly noticeable. In-house data represents everything the business presently has or can reach. If the data is not available, then other methods of gathering can be considered, whether that is going to be executed through existing systems or by acquiring or accessing external data.
Subsequent to that, the process of data aggregation begins. Most of this stage depends on allocating the procedures and people who will collect and control the data. Business might buy access to pre-analyzed data sets, in which case data collection is not needed. However, what actually happens, many data endeavors demand some volume of data collection. Subsequently, the analysis stage commences, during which the business analyzes the data to infer useful and meaningful business insights, which will ultimately (if properly analyzed) offer a significant value to the decision-making process.
References: Marr, B. (2016) Data-Driven Decision Making: 10 Simple Steps for Any Business. [Online]. Available at: https://www.forbes.com/sites/bernardmarr/2016/06/14/data-driven-decision-making-10-simple-steps-for-any-business/#30ceb5675e1e. (Accessed: December 12 2019).
I have developed this research to primarily look at identifying and assessing the incorporated challenges as part of the digital transformation and change management practices in Qatari organizations. The outcomes of this research intend to supply the necessary techniques to smooth the journey of change management from the inception stage all the way through execution, completion, and acceptance by the users and business. Furthermore, this research seeks to shed light on a set of influential methods that would help in ensuring a solid transition during and after the digital transformation journey of implementation and operation, with the minimum volume of hiccups and unforeseen risks.
Additionally, this work highlights the urgency of following one of the most nowadays business necessities, which without it, present firms might end up facing a significant struggle to survive and adapt to the new influencing factors of the modern business. Thus, this research covers the benefits of the inclusive digital shift, but without ignoring the extent of necessary conditions, starting with the comprehensive digital strategy, all the way down to the adopted change and project management frameworks, along with the imperative procedures to ensure effective rollout and successful business adoption.
As part of the key findings of this study, business leaders and IT executives must realize the criticality of setting rational and right perceptions for both the leadership as well as employees. Business leaders must evaluate some influential dynamics carefully to observe in which manner their companies can closely align them with the overall digital transformation process. Those dynamics must consider four dimensions: competition, corporate, customer and leadership.
Moreover, IT executives are supposed to utilize their role for the benefit of the business, therefore adding value. They must eagerly try to highlight the set of opportunities and challenges in an engaging manner that can release positive energy. Nevertheless, the corporate culture has a substantial role in discovering the appropriate balance, and IT executives should generally outline their leadership profile for the sake to make the most out of their influence whether it is boosting innovation, leveraging interdependence or even leading from behind, to align it with the executive team (Bongiorno et al. 2017).
Change must be effectively articulated, passionately owned, and persistently driven to completion (Tichy & Charan, 1989). Employees must be part of the change, know exactly where the company is heading, why it is going there and what is in it for them once they get to the final stop.
People usually hate the change. Thus they shall be encouraged and enlightened about the overall journey the company is willing to take (JWMI, 2015). Change management is the course that helps employees embrace new practices of doing business, and it is certainly not an easy path.
JWMI (2015) What is the role of a leader? [Online]. Jack Welch Management Institute. Available at: https://goo.gl/BNanBL.
Tichy, N. & Charan, R. (1989) Speed, Simplicity, Self-Confidence: An Interview with Jack Welch [Online]. Harvard Business Review. Available at: https://goo.gl/5OCc24.
Business digitization is not just the concern of the IT executives; it is strategically significant and serious to business leadership that should take a strong stand through adjacently running both the operations and technology. Considering this, once things are concerned with digitizing business processes, company’s leadership is generally accountable for managing and controlling the transformation.
As a result, digital transformation is becoming more of a management concern, which where it should be. Digital transformation at the same time shall consider agility and speed as fundamental factors whenever business processes are being evaluated and re-engineered. Business operations and processes are supposed to be transformed radically and operate faster, become more secure, and more resilient (Hottges, 2017).
Hottges, T. (2017) ‘Digital Transformation Is a Management Issue’, Abolhassan, F. (ed.) The Drivers of Digital Transformation. Switzerland: Springer, p. 8. (Accessed: 8 November 2018).