Protecting and securing customer and internal data while granting different parts of the business (including partners) access to the right customer data delivered at the right time, and in the right format, will continue to be challenging for organizations for the foreseeable future. Personalized and relevant services with real-time feedback, coupled with coordination across all channels of the business, are fueled by greater access to customer data. The 451 Research study revealed that healthcare companies indicated that enabling greater access to electronic medical records was one of the main imperatives shaping their transformation strategies, while retail and financial service organizations are focused on optimizing and personalizing the customer experience across multiple channels. The increased emphasis on managing the risk around customer and internal data couldn’t come at a better time.ĭigital transformation, especially around the goal of improving the customer experience, requires greater access to data to achieve. These two objectives were followed closely by ensuring business continuity and systems availability (e.g., minimize downtime) and meeting privacy requirements. Securing customer data and securing internal data (e.g., employee records, financials, etc.) were the two top priorities cited by survey respondents when it comes to better managing risk. The fourth goal - better managing business risk – is interesting and encouraging to see because it reflects the increased attention risk and security are starting to receive in the enterprise. The first three probably come as no surprise: Improve customer experience, boost operational efficiency, and increase the organization’s agility. The 451 Research survey also reveals that organizations identify with four goals when it comes to their digital transformation projects. Ultimately, this sets the tone for a company culture that fails to foster innovation and change and results in systematic delays, setbacks, and failures for many mission-critical technology initiatives. Why? The reasons are many - the fear of the unknown, lack of freedom to try and fail, pressures to deliver strong “numbers,” fear of change and the resulting disruption, fear of cannibalizing existing lines of business – and the list goes on. The reality is that many traditional C-level executives are often not comfortable with the kind of risk-taking and innovative thinking that is needed to achieve true digital transformation. Over 88% of respondents in a recent 451 Research survey assessing the state of enterprise digital transformation across the globe indicated that a C-level executive was responsible for the digital transformation program within their organization. Making matters worse many organizations are historically risk averse or are ill-prepared to handle these new or increased levels of risk, in some cases resulting in the slow death of many digital transformation projects. As businesses implement new technologies such as big data, block-chain, artificial intelligence, and IoT they are experiencing more complex and higher risk in regards to cybersecurity and the potential for breaches of data privacy. These modernization efforts often involve unpredictable and unknown risks including concerns with non-compliance, fraud, revenue leakage, lack of governance, disaster recovery, service disruptions, and data loss. While business leaders vary in their view and execution of digital transformation strategies the risk of doing nothing most often outweighs the risk of any internal disruption that can accompany transformation activities.ĭigital transformation promises to modernize every aspect of today’s businesses, however, it comes with challenges, especially in the area of risk.
Digital Transformation – the process where companies overhaul their business models, processes, and functionalities to leverage the capabilities and advancements of emerging technologies to digitally reinvent their organizations – is vital to the survival of the modern business.
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