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The successful adoption of any new technology depends on how well it fits into the existing ecosystem of tools. An amazing solution that doesn’t integrate with a key internal system won’t be used widely or regularly. A deliberate strategy is essential to avoid becoming the next shelfware victim. As with organizational structure,, starting small early on reduces the time it takes to realise the value of the solution.
“Technological change is never an isolated phenomenon. This revolution takes place inside a complex ecosystem which comprises business, governmental and societal dimensions. To make a country fit for the new type of innovation-driven competition, the whole ecosystem has to be considered.” – Klaus Schwab, Exec. Chairman of the World Economic Forum
Developing an MVP: Delivering a minimum viable product (MVP) as a starting point is a lean startup concept. It is critical for new digital experiences. Customer validation and early feedback shape the evolution of the MVP. The result is a final product that targets customers, employees, or partners with greater utility and effectiveness.
At the foundation level for a digital experience use case, the process flow changes to include activities specific to delighting users. However, starting with an MVP is about validating utility (usefulness and value) first. Value is really about what the customer values, rather than what we think is valuable.
“There is nothing so useless as doing efficiently that which should not be done at all.” – Peter F. Drucker, Top Management Thinker
Demand: While project management activities are less formal at the foundation level, it’s important to consider the real business value of new solutions and avoid building apps for the sake of it. Ideation activities identify the most valuable features and the effort required to build an app versus the value.
Setup: At the foundation level, the setup requirements can all be accomplished in a matter of a few weeks. The focus is on getting the team ready, selecting the app to be developed, ensuring the architecture is sufficient, and setting up the release pipeline. The first app must have executive sponsorship and solve a problem that gets stakeholder attention.
Delivery: Once the MVP has demonstrated the value expectation, the promise of cross-functional teams can be realized with an agile approach. We purposely use agile with a small “a” as this is more about collaboration than methodology.
Run: Getting your app into production is a milestone that should be celebrated, but things don’t stop there. Promoting your app, getting feedback, troubleshooting, and evaluating real business benefit are an important part of making sure your app is successful.
Test, test, and test some more: When testing new experiences that run on a mobile device, you need to consider the variety of devices, network conditions, high traffic volumes, and offline behavior. In other words, test anything that might create a negative experience for your customer. Testing from the customer perspective necessitates real world insights.
Protecting Your Reputation: From bad app store ratings to unhappy social media posts, it is more important than ever to review how a product is being received in the market. The ability to adapt solutions quickly is only effective with an established feedback loop that considers a wide variety of sources.
Expanding your Ecosystem for Digital Experiences
Ecosystem dependencies expand when addressing user experience. Consider the organisation, its partners, supply chain and customers.
Expanded Analytics: When delivering new mobile experiences, many organizations use data analytics platforms such as Qlik to understand customer behavior. Where are customers falling off the journey? What can be done to simplify the journey and retain or encourage engagement?
Mock-ups: From simple wireframes to interactive, engaging, full-color, full-fledged prototypes, a variety of UX tools can be integrated in the digital ecosystem to test concepts during the design of sophisticated user experiences.
In Conclusion
Organizations need to understand that digital change is not an isolated phenomenon. Rather than focusing on one aspect of the business, the organization should consider the entire ecosystem in which the business exists but primarily from the customer perspective. They need to adopt technology that will seamlessly fit in with the existing ecosystem. Failure to do this will only lead to the new technology becoming shelfware. Organizations should also follow the right lean and agile process when adopting the new technology. Remember, it makes no sense doing something efficiently if it should not be done in the first place. Ultimately lean and agile principles drive effectiveness.
Fail fast, focus on serving the customer throughout the (internal & external) supply chain (there are no internal customers), even B2B is about the customer. Forget scale, your market is one person (Ref: Zero to One – Peter Thiel), Scale down to decomplexify. Agile is not a process or methodology, its a collaborative practice.
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Reference: Adapted from ©Copyright OutSystems Digital Transformation Playbook 2018