Digital Direction
Within successful organisations, CEOs and management teams regard ICT as an integral and strategical part of their business. Modern managers realise, that ICT has become key to success or failure of the organisation. ICT has become leading in establishing the organisation and in adjusting to the customer, both internally and externally. Digital Direction makes this digital transformation happen, within your organisation.
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Zevenend 28
1251 RP Laren (NH)
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Who
Digital Transformer
In the field of ICT, there were more developments in the past three years, than there were in the fifteen years before that. Smart organisations act upon this, and thus they create a dominant market position. Other organisations see their business sector change through disruption, to such an extent, that their existence is threatened. For all organisations that rank between these boundaries, the concern is not whether they can keep up, but how they can.
ICT was, and often still is, regarded as a technical stronghold, which is supportive, operational, and problem-solving in its traditional rendition. That led to missed opportunities and overlooked new developments.
Within successful organisations, CEOs and management teams regard ICT as an integral and strategical part of their business. Modern managers realise, that ICT has become key to success or failure of the organisation. ICT has become leading in establishing the organisation and in adjusting to the customer, both internally and externally.
This transition requires digital guidance, along with the management team, to translate the organisational strategy to an ICT strategy. Introducing new techniques and work methods. Shaping and implementing digital services. Managing ICT teams. Setting up an ICT environment as an essential requirement for the business. That is the professional field Digital Direction works in.
WHAT DOES DIGITAL DIRECTION DO?
Management
Digital Direction helps CEOs, management teams or managers to translate the organisational strategy into an ICT strategy. Within this ICT strategy, the right techniques, methods and operating processes must be chosen. To what extent is the ICT function part of the business function? What is information technology going to do for the business? Where will our digitalisation process be, three to five years from now? Digital Direction will put these questions on the organisational roadmap. The answers to these questions will start off a transitional process.
Translation
Digital Direction helps organisations in connecting business to ICT. Digital Direction understands both management language and ICT language, and connects the two. It informs management about de possibilities, but also on the consequences that using ICT has for the organisation, be it organisational, financial or business-related. Top down: the direction an organisation is managed in, has to be explained and translated to an ICT version, and conveyed to the ICT employees. Bottom up: management must constantly be aware of the possibilities and consequences of using ICT. The ICT dynamic is translated to management level. This leads to anchoring ICT at management level.
Internal coordination
Digital Direction asks questions in the work place and looks at how employees perform their task. This leads to demands and needs being charted, and (work) processes being analysed. Often it is limited communication and information supply that causes stagnation in execution, resulting in longer waiting times and processing times. Digital Direction analyses these bottlenecks and listens to users’ needs and recommendations. By using ICT and different ways of working, an organisation that is modern and effective emerges, leading to a significant increase in profits. Digital Direction analyses, facilitates and implements these improvements and advises management about this.
External coordination
Before ICT is implemented as a strategical tool, it must be clear what expectations customers, the market, the sector and stakeholders expect from the organisation, in future. This is almost always clear to managers, but translating this into how to achieve this using ICT often is the missing link. Digital Direction helps make this change and checks out developments in the sector, customer demands and technological developments. By first “looking outside” at external parties and innovations (customers, competitors, patients, new products, etc.) a clear picture emerges as to how and in what way ICT will contribute to profits, in future. Digital Direction provides shapes for this external coordination within the ICT policy.
Implementation
Future -proof hardware and software needs to be chosen. Network technology needs to be modernised or adapted. Choices regarding use of the Cloud (or not) and the influence of the Internet of Things (IoT) have to be aligned with choices regarding the organisational strategy. Suppliers need to be selected. Contracts with suppliers must be renewed or cancelled. Digital Direction understands this dynamic and has a lot of experience in dealing with the technical and financial consequences of these long-term agreements. Digital Direction helps organisations in implementing new innovations and is the “face” and the negotiation partner on behalf of the company, when dealing with major ICT parties.
Managing
Traditionally, ICT teams were managed by the financial director (CFO), often leading to huge communication issues. The CFO did not speak the ICT department, and often lacked the time, training and competence needed to manage the ICT-team. Often this caused bad decisions at management level. The management team was informed incompletely or incorrectly, and the ICT team felt it was adrift. Digital Direction has many years of experience in leading ICT-teams, knows about ICT dynamics within organisations and about ICT staff’s “tech-culture”. By managing ICT teams, Digital Direction helps bridge the corporate and the techno culture.