1 Aug 2017Blog

A digital change of direction

When it comes to business development, more and more companies are facing a situation where digitalisation is expected to offer a competitive edge. The next steps in the latest technology, changes in customer behaviour, and revolutionised business models demand a whole new approach to business culture, operating methods and the skills of employees. However, having the entire organisation dance to the same digital tune is not easy. Or is it?

Digitalisation has changed the clock rates of companies. If weekly reports were the trend in the past, the timespan of one week is now far too long. Instead of planning campaigns, marketing teams focus on daily tactical activities. New tools and methods have also been designed from this perspective. Organisations can support new business if they are able to change their ways of operating and working. It’s all about agility.

Must we adapt to an experimental culture?

Tuning in to an experimental culture sends chills down the spine of specialists who are hungry for success.

Losing the sense of certainty and taking more risks are not considered to be the virtues of traditionally-skilled professionals. However, we should be ready to experiment, change our ways and be open to new indicators. In the first phase, many organisations measure the digital change of direction by the number of agile teams and breakthroughs.

The important thing is to start a change.

When the way of working changes, all supporting activities must be able to respond to this change. This mainly concerns budgets, purchasing skills, HR management and general practices. The first requirements are agility and flexibility.

How to take the first steps on a digital path if there is no clear path?

Innovation and digital leaders of companies are facing intense pressures.

Their role is to lead the change and show the path that helps their company gain a competitive edge in the digital world. Responding to demands for real-time and agile services at the level of culture, operating models and goals defines the ability of each company to have a competitive edge.

We conducted a survey to identify how digital leaders build their recipes of success. We asked ourselves: “How can we better help them reach their goals?” Changes in customer organisations also demand that service providers are able to support these changes. This is reflected in customers’ goals to break down the fragmented culture, adapt to new procurement practices and to change their approach.

Straight to the finish line, one step at a time

More often, the development roadmap is built on the basis of agile Proof of Concept (PoC) and Minimum Viable Product (MVP) approaches. Their purpose is to build a shared view of what to invest in development projects. On the basis of these experiences, we have formed our understanding of the requirements set by the digital change for cooperation between customers and partners in the modern age.

Antti Brunni works in the digital business team at Solita. He is a digital strategist who helps customers to combine design with business. Antti is excited by the challenge of creating a competitive edge by using new business models and digitalisation. He is especially interested in how customer-driven business planning can produce better customer experiences and new types of services. Antti also enjoys culture, art and fly fishing.