Digital
Transformation

Direct model

Technology makes the funnel more complex 

Transformation efforts require an overall vision (purpose), the formation of a team to carry it out (people), and an understanding of the customer experience (process). With this in place an ongoing strategy roadmap can be created to optimize the customer experience and achieve business objectives

Transformation barriers Breaking Barriers
Disparate Data. Existing infrastructure and processes lack a model to gather and distribute data. Data remains in silo, spread across departments or disparate systems. Connect data stuck in silos. Connect data from marketing, sales, IT and CRM.
Strategy in a silo. Different departments manage different steps of the customer journey. There's friction in communication, the customer journey is disconnected. Create a customer journey map Explore digital customer behavior, highlight challenges and opportunities. Forget demographics. Observe psychographics, personal traits and characteristics that are dominant in your digital customer. Define one metric that matters the most. Align strategic priorities across departments.
Internal Politics. Transformation requires balancing long-term + short-term KPIs. Executives focus on current priorities and change is being pushed back. Existing pressures win the agendas instead of what's in favour of the organization long term. Empowerment from the top Without support the change agent role can quickly lead to burnout and defeatism (unlocked). It must be supported to succeed.
Budget allocation. Digital is new and unproven. It requires experimentation. Often this occurs in a silo and is rarely communicated beyond individual teams. ROI is difficult to identify. This creates a "chicken and egg situation". "Show me proof" before budget can be unlocked. Dedicate resources dedicated budget for change through experimentation to achieve objectives from the customer journey map and create a process for experimentation (prioritization, tracking and documentation of learnings)
Transformation barriers Breaking Barriers
Disparate Data. Existing infrastructure and processes lack a model to gather and distribute data. Data remains in silo, spread across departments or disparate systems. Connect data stuck in silos. Connect data from marketing, sales, IT and CRM.
Strategy in a silo. Different departments manage different steps of the customer journey. There's friction in communication, the customer journey is disconnected. Create a customer journey map Explore digital customer behavior, highlight challenges and opportunities. Forget demographics. Observe psychographics, personal traits and characteristics that are dominant in your digital customer. Define one metric that matters the most. Align strategic priorities across departments.
Internal Politics. Transformation requires balancing long-term + short-term KPIs. Executives focus on current priorities and change is being pushed back. Existing pressures win the agendas instead of what's in favour of the organization long term. Empowerment from the top Without support the change agent role can quickly lead to burnout and defeatism (unlocked). It must be supported to succeed.
Budget allocation. Digital is new and unproven. It requires experimentation. Often this occurs in a silo and is rarely communicated beyond individual teams. ROI is difficult to identify. This creates a "chicken and egg situation". "Show me proof" before budget can be unlocked. Dedicate resources dedicated budget for change through experimentation to achieve objectives from the customer journey map and create a process for experimentation (prioritization, tracking and documentation of learnings)

Process

“Growth is about a change to team structure, people, methodology, process, not tactics/hacks”

Brian Balfour, VP Growth, Hubspot 

Purposes

Growth is alinear

5 step process

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Drops of rain could be heard hitting the pane, which made him feel quite sad. "How about if I sleep a little bit longer and forget all this nonsense"


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