Digitalization offers new opportunities for every company, and also some real risk. But the risk may not be quite what you think. The biggest threat may be a company’s own resistance to leaving behind the technology and capabilities that made it successful to begin with. Embracing a change to the way things are done (and the technology used to do them) is critical to the development of new core capabilities that will transform the business forever.

Gartner defines Digitalization as the use of digital technologies to change a business model and provide new revenue and value-producing opportunities; it is the process of moving to a digital business.

More specifically, it is the production of 

Fundamentally, digitalization is the transformation of the wais data from your operation, organized and analyzed by software designed to offer significantly improved products, pure software products as well as data-driven services. The intent is, obviously, to create new revenue opportunities as well as replace traditional business models with new business models.from people (customers and front-line workers), process (equipment, quality and logistics), and products (during manufacturing and as your customers use them)

If you have a strategy, examine it closely. Take a detailed look at your plan’s best-case value. What will your company save or gain if you achieve 100% of what you set out to? Then, refine the roadmap for execution accounting for where you can get quick and meaningful wins. If you

Companies fail at digitalization every day, and there are many reasons for that failure. But if you are a leader at our company, consider this: Most great companies have leaders who came up through the ranks via traditional technology disciplines, such as mechanical or electrical engineering. They tend to have a world view skewed by the success of the company’s traditional products and services. Other leaders have a financial or operational background without any direct product and technology perspective. These leaders manage by numbers, and are extremely effective in mature industries, but as you seek to transform, the numbers by which you manage your business may not support a need for transformation until it is too late. The need for change is frequently surfaced when there is a feeling that the current model is obsolete and needs to change. No spreadsheet will ever predict a need for change, it will only indicate that change is happening.

 In evolving or transformative industries, the 

Management by numbers is a very effective model when you’re in a stable, mature and slowly evolving industry, but it is destructive during times of transformation because the need for change will not show in the numbers until it too late by far. Change is based on a core belief that the envisioned future in inevitable or at least that the current model is obsolete and needs to change. No spreadsheet will ever indicate the need for change.

What is the roadmap for execution?
What easy to adopt technology will best help front-line worker do their job?
How is my infrastructure?

Get everyone on the same page?
Give everyone a voice?
Align department and individual goals with strategy?

Work the plan
Don’t have one, Make one
Look closely at where you are, state your goals, build a plan to close the gaps
Cost reductions through reduced losses and increased flexibility
Supply chain variances
Rush order

It’s a process. We meet with the corporate team to document
Business goals and related financial metrics
Technology infrastructure
Supply Chain
Sales and Marketing

We meet with the plant workshop
Plant Management
Production planning
Inventory Management

Business Goals Workshop
• Align Business Needs with Manufacturing Capabilities
• Product Quality
• Product Cost
• Product Lead Times
• New Product Introduction / Product Changes
• Supply Chain Flexibility
• Audit Hosting / Traceability
• Maximize how many employees give feedback
• Minimize the time required by employees
• Analyze existing processes without disruption
• 3-6 month ROI for initiatives

Step 3 – Agree on improvements
• Improvement plan prioritized by
• Achieving Business Goals
• Fastest time to value
• Highest returns
• Buy in from staff
• Commitment and buy in from plants
Step 4 – Program Management
• Regular review of defined projects and results
• Task Management
• Stakeholder Management
• Vendor RFPs
• Vendor Selection
• Implementation Management
• Change Management
• Ensure your team achieves the improvements
• Benefit from successes achieved at your peers and competitorfor

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