4 barriers hindering your digital transformation

According to our research, marketers have identified three of the most important components of a successful digital transformation:

  • having a data-driven strategy
  • correctly selected technologies for the company’s infrastructure
  • defining your strategy for cultural transformation.

All companies are different, each has its ambitions and business development plans. But there are several common barriers that companies face at different stages of their transition to the digital plane.

External uncertainty should not lead to inaction

Every second marketer perceives the growth of competition as a barrier to improving customer relations. One in three thinks the barrier is data protection regulation. And every fourth is afraid of the so-called fragmentation of media – when the user has a huge number of channels of information consumption.

And when you add in the uncertainties of the geopolitical future and heightened consumer control, companies can become indecisive and inactive. Transformation processes can only be completed if management is focused on the cause of the transformation and has a clear plan for change for all stakeholders.

Disunity leads to chaos

Digital transformation usually requires revising processes and reorganizing positions to introduce new features into existing marketing. Often digital is introduced as an independent unit in the existing infrastructure, and there is no understanding of how to change the existing processes and culture.

Organizations also need to be careful about outsourcing digital expertise to positions leading business transformation. Why does it happen? The point is that transformation requires a deep dive into the business and strong management skills for effective business-wide solutions.

One in five marketers recognizes internal collaboration as one of the most challenging tasks, so communicating effectively across departments has never been more important.

No real-time assessment no progress

80% of marketers want to take on more responsibility for product and service innovation in the coming years. But it’s important to remember that the absence of a reliable system for measuring results is almost always a guarantee of failure, especially for pilot projects and innovations. Businesses need proven success to scale new practices. Otherwise, there is a risk of ending up in an endless stream of experiments that lead nowhere.

In addition to the assessment tools, this is where developed processes and culture facilitate the adoption of new ways of running the business and transforming them into new working practices, to ultimately influence markets on a large scale.

Manufacturability is not the key to success

Technology can certainly drive digital transformation, but it should never be the strategy itself. Before investing in technology, companies need to have a clear understanding of their business goals, the role of digital technology in the chosen go-to-market model, and the various implications for the organization.

This is especially important for leaders who decide to develop and use their technologies, for example, to activate marketing. They should take into account many other aspects, for example, hiring the necessary specialists, negotiating profitable partnerships with platforms, qualifying the technical team.

It is usually important to conduct a detailed analysis covering the customer experience, potential return on investment, impact on the organization as a whole, and change management.

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