Key Business Assumptions for a Typical Application Transformation

What can you assume when thinking about starting transformation? Be careful – assuming too much can cost time, money, and scope…

Quantifying the following examples begins the process of building a business case for transformation. Don’t kid yourself, somebody in the approval chain – somebody, is going to ask:

How much? How soon? How certain? Bank on it…

Sales Example (Why Transform?):

  1. Staff should be spending the majority of their time on customer interactions
  2. Time spent finding customers (viable prospects) will be cut by moving marketing and sales to the same system
  3. Time spent preparing to engage with customers will be reduced through the implementation of better interfaces
  4. Capturing more and better customer data, enabled by the implementation of better interfaces, will dramatically reduce reporting time (e.g. Provide cleaner, more consistent customer data)
  5. Redundant tasks such as data synchronization should be handled by automated systems, not by manual manipulation of spreadsheets
  6. Improved usability of sales tools (e.g. improve account planning and opportunity management)
  7. Improved sales forecasting / reporting by ‘cleaner data’, master-data management, automation via interfacing
  8. Restructured sales force processes to align with improved systems, interfacing, and automation
  9. Simplified and improved ability to configure solutions to the client (e.g. provide order visibility across supply chain)

Service Example (Why Transform?):

  1. Allow service to grow as needed with speed and low cost
  2. Improved service-agent productivity
  3. Provide single point of service contact
  4. Improved staff alignment and skill set requirements with more specific customer service requirements / knowledge

Financial Example (Why Transform?):

  1. Improved quality of information used to initiate order process (e.g. reduce the need for exception orders and streamline exception processing)
  2. Elimination of manual booking documents; ensured compliance of process(es); reduced changes per order
  3. Improved linkage / coordination with manufacturing and logistics
  4. Improved dispute processes; simplified and tailored invoices
  5. Delivery of complete and correct solutions; providing greater certainty of delivery

Success Factors (regardless of workstream) for Transformation – a start…

  • Immediate onboarding of a day-to-day business (not just IT) project manager with end-to-end process responsibility
  • Full-time commitment and active involvement of business resources (yes, including business leadership) throughout transformation lifecycle
  • Immediate onboarding of a change coordinator to develop training and communication plans
  • Commitment and understanding of transformation methodology and approach
  • Most importantly, remember: Transformation is NOT an IT-project.

See you in the future…

Frank Wood

Executive Transformation Strategist (aka “Apps Rat!”)


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