Executive Briefs


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Executive Brief–Why Digital Transformation Projects Fail | 1 The continued shift to as-a-service business models in an increasingly globalized economy has generated a highly competitive world. Within this environment, your ambitions to drive digital transformation (DX) in your organization to respond to these business pressures can and will fail without the right strategy. While technology may be at the heart of every DX project, IT modernization is not a magic wand for digital transformation. Finding the right balance of "how much" and "how soon" in each project is critical. IT leaders need to go beyond technology and build a strategy for an end- to-end business transformation that consists of many moving parts and stakeholders. The success of any project ultimately relies on a multitude of factors. One of the most important is buy- in from stakeholders who must understand how the transformation will directly benefit them. The human element cannot be neglected by organizations aspiring to future-proof their operations. So why do digital transformation projects fail? Success is not often achieved without some measure of failure, so it is important to understand what can go wrong in order to get it right. Speaking to more than 100 CIOs and DX project heads in leadership forums across Australia and New Zealand (A/NZ), the Dell Boomi team has heard many stories of projects going over budget, over time and, in some cases, being shelved altogether. Given the pace of change we have witnessed in the last few years, speed and agility have become key factors in the success of a transformation project. However, speed and agility in projects hinge on the human factor, which is often overlooked at the onset of a project. Projects are delivered by people for people. To increase a project's chance of success, it's important to manage people's expectations while providing tools that unmistakably improve productivity, clearly demonstrating the project's value. The Challenges of Digital Transformation The Cultural Transformation Paradox A survey of over 100 A/NZ digital leaders conducted by ADAPT, an advisory and research practice, found that silos and lack of collaboration are the primary barriers to business agility for a majority of businesses in the region. 1 In fact, these issues scored higher than the barrier of legacy systems and processes, which was a key issue for 49 percent of businesses surveyed. Other significant roadblocks included budget allocation, organizational barriers and internal politics. When the same question was asked of 130 A/NZ CIOs at ADAPT's CIO Edge gathering, results were similar, with legacy systems and processes just edging out operational silos as the number one barrier to business agility. 2 CIOs identified lack of in-house skills as the third key challenge, with cultural problems and organizational dynamics (internal politics) as other top issues. Why Digital Transformation Projects Fail Three Winning Steps for Every CIO EXECUTIVE BRIEF– DIGITAL TR ANSFORMATION

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