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Digital Transformation

Market & Technology Benchmarking

In order to improve itself, an organisation must first know itself. Benchmarking gives enterprises this insight, to know how they compare to competitors or to industry best practices, across departments from Operations and IT to Sales and HR. 

Managers frequently aim to achieve continuous improvement, and ultimately operational excellence – but without a yardstick to measure against, these targets can be arbitrary, and even unhelpful. Benchmarking provides regular measurement of the performance of whatever aspect of an organisation or department is required: products, services, processes, technologies, and so on. 

By benchmarking performance against competitors, other relevant organisations or even other internal departments, an enterprise can make a meaningful assessment. And by analysing relevant case studies, managers can gain experience of superior performance – and start the process of changing to meet or exceed that level of performance. 

Once an organisation has identified key best practices to follow, it can tailor them to suit its particular structure and mission, and begin embedding them within its own systems and processes – and then benchmarking them, in a cycle of continuous innovation. 

Depending on the client’s requirements, benchmarking can cover many different areas, such as:

  • Competitor benchmarking
  • Price benchmarking
  • Product / service benchmarking
  • Technology benchmarking
  • Innovation benchmarking 

Who needs it?

Companies should look into applying benchmarking if they need to:

  • Enhance performance:
    Benchmarking identifies key processes and focus areas to be addressed in order to improve operational efficiency and product or service design.
  • Recognise cost position vs. competition and/or best practice: Benchmarking can uncover a company’s relative cost position, and provides useful information to identify the origin of costs, and associated drivers around expenditure.
  • Assess capability gaps:
    Benchmarking helps companies assess their key competencies required for building and maintaining competitive advantage, and identify any gaps within these competencies.
  • Challenge “status quo” approaches, and accelerate the rate of organisational learning:
    Benchmarking helps challenge established beliefs within an organisation, and brings new ideas into the enterprise while facilitating experience sharing. 

Injazat’s Benchmarking Approach 

Injazat offers a systematic approach to benchmarking, based around core best practices but tailored to your individual organisation: 

  • Interviews with senior management to:
    • identify the key business questions to be answered through benchmarking;
    • qualify and quantify these questions to ensure they are measurable;
    • develop an initial set of hypotheses about what benchmarking might find.
  • Selection of the specific products, services, processes, capabilities or organisation to benchmark.
  • Identification of the key metrics to be used to perform the benchmarking (e.g., for a product: its price, the performance, durability, the features, etc).
  • Selection of companies or internal departments to benchmark against.
  • Collection of data on performance and practices, either making use of existing data or performing new measurements.
  • Analysis of the data, and comparison against market best practices and internal targets (including normalisation of the data in order to make values comparable).
  • Identification of root causes, explaining differences from other organisations benchmarked, and potential opportunities for improvement.
  • Development of a plan to adapt, then adopt, best practices.
  • Implementation of this plan, including the establishment of reasonable goals.


Digital Maturity Assessment

In order to compete effectively in the modern market, and to connect with customers in ways that make sense for them, all organisations are facing the need to bring not just their IT infrastructure but their whole existence up to date. 

‘Digital maturity’ is a holistic way of assessing an organisation’s ability to compete in today’s digital environment. Every enterprise is at a different stage, and industries differ widely as well – some, such as construction or manufacturing are generally classed as ‘digital laggards’, while others, such as telecoms or banking, are seen as ‘digital champions’. 

But digital maturity is not about bragging rights. Studies have shown that higher levels of digital maturity mean improved performance and stronger competitive advantages in areas such as time-to-market, cost efficiency, product quality and customer experience. 

A Digital Maturity Assessment looks at an organisation’s performance in several areas:

  • Human Capital
  • Technology
  • Data & Content
  • Channels
  • Operations 

Once an organisation’s digital maturity level has been determined, and any key gaps or threats identified, it can then work on a Digital Transformation Plan to address these, and improve its digital maturity and overall effectiveness.  

Who needs it?

Organisations facing the following demands or challenges should consider assessing their Digital Maturity:

  • Enhancing performance and competitive positioning: By addressing digital gaps in key areas, an organisation’s performance and ability to compete can be significantly improved.
  • Developing a Digital Transformation roadmap:A Digital Maturity Assessment gives an enterprise a clear and structured view of its current situation, and so to correctly prioritize the digital gaps that need to be addressed during the various phases of a transformation process.
  • Seeking a new digital-enabled strategy: ADigital Maturity Assessment allows an organisation to plan a new competitive strategy, centred around the development of digital capabilities and the adoption of new digital solutions.
  • Measuring progress against targets set by Corporate or Government:A Digital Maturity Assessment allows the organisation to measure its progress against any particular KPIs set for it, and to identify the main gaps to be addressed in order to meet the targets. 

Injazat Digital Maturity Assessment approach 

Injazat takes a systematic approach to Digital Maturity Assessments, and will work with its clients through the following process:

  • Interviews with senior management to:
    • identify the key business questions to be answered through a Digital Maturity Assessment;
    • qualify and quantify these questions to ensure they are measurable;
    • develop an initial set of hypotheses about what the Assessment might find.
  • Select the appropriate organisational aspects the Assessment should focus on (such as Human Capital, Technology, Data & Content, Channels, Operations, etc)
  • Tailor a questionnaire and other information-gathering templates to fit the client organisation’s situation and requirements.
  • Collect data through one-to-one interviews, workshops and analysis of relevant internal documents.
  • Analyse the data and compare against relevant benchmarks.
  • Identify core issues and their root causes, assess their impact on business performance, and prioritize potential opportunities for improvement.
  • Develop a plan to fill identified gaps and accelerate the organisation’s Digital Maturity journey.


Customer Experience Transformation

Buying a product on Amazon is as easy as a single click – literally. Searching for and starting a film on Netflix takes mere seconds. Making a payment in a shop can be as effortless as waving an Apple Watch over a terminal.

Your customers are growing ever more accustomed to the ease of these types of transactions – and are starting to demand it in all areas of their life, whether this is making a bank transfer, applying for a visa or registering a car. 

Digital-native enterprises have been at the forefront of this shift in tech-driven customer service improvement, backed by significant investment in research and technology – leaving incumbents struggling to catch up. For many businesses now, simply offering a high-quality product or service at a competitive price is no longer enough. 

What many incumbents fail to realize is, the customer experience has become an integral part of the product. The ease or otherwise of obtaining a product or service, and the post-purchase experience, have become a journey in which the product or service itself is only one small part. 

While commercial companies are the most affected by this shift, public sector entities are also being buffeted by the consumer experience wave. Under pressure from citizens, users and governments themselves, the public sector is being challenged to re-organise itself around user expectations and demands for new technology and smoother experiences – rather than internal processes and politics. 

In order to be successful at reshaping the customer experience, organisations need to have a clear understanding of customers’ needs and preferences – including the understanding that there is never just one type of customer. 

The journey towards an improved customer experience can be long and challenging, with missteps not just possible, but almost certain. But completing the journey can pay back the time and effort spent many times over, delivering increased revenue, improved customer loyalty, and even simpler business processes. 

Who needs it?

A Customer Experience Transformation programme may be right for organisations facing the following challenges:

  • In need of a new competitive, digital-enabled strategy:Customer Experience Transformation allows a company to assess and re-work its offering, and the customer journeys that form part of it, making use of relevant digital technologies.
  • Improving customer satisfaction and happiness: Part of a Customer Experience Transformation is mapping out the entire customer journey, and identifying all the critical touchpoints within it. This gives the opportunity to address areas where customers feel dissatisfied, whether through digital means or not.
  • In need of a multi-channel strategy: By mapping out the customer journey, and planning a new version, a business can include new channels if required, and decide on the optimal mix between the various physical and digital channels as part of an integrated channel strategy.
  • Improving revenue growth: With an improved customer journey and new opportunities to sell, companies can seize the moment to expand their product or service portfolio. And once customers experience the benefits of the improved customer journey, enterprises can look to boost their market share as well. 

Injazat’s Customer Experience Transformation approach: 

  • Define ambitions and shared goals: We will interview senior management and key stakeholders to define the strategic objectives of the project.
  • Map out existing customer journeys: We will document the journey and its variations from end to end.
  • Identify critical drivers: Injazat will establish what motivates customers, and how this intersects with the customer journey.
  • Design the To Be Customer Experience: We will create a strategic blueprint for how your company wants to interact with customers.
  • Reinvent customer journeys: With the new customer experience in mind, Injazat will create new customer journeys, addressing the specific challenges of each one.
  • Set targets and establish governance system: We will establish and administer an appropriate assessment scheme, in order to ensure the project is succeeding according to the strategic objectives.


Digital Strategy

Management in many organisations want to “go digital”. And some managers may not want to, but feel they ought to, even if they do not really understand what “going digital” means. 

There are many different concepts of “digital” in terms of approaches for organisations, all of which may be equally valid – but not equally suitable for every enterprise. With so many ideas and conceptions around, the process of “going digital” can be fraught with challenges and potentially wasteful dead ends.

This is where a well-defined Digital Strategy is required – this will give an organisation clarity and a shared understanding and vision, for the foundation of a Digital Transformation plan.

In order to create a digital strategy, there are several key questions that must be answered: 

  • What is my point of departure? This first step aims to assess the current Digital Maturity of the organisation, and document its existing technology platform and any digital initiatives currently in use or being developed.
  • Where is my industry heading? Next, an organisation needs to look beyond itself at its competitors and wider industry, how it might be affected by evolving technology trends, and how it might look in five, 10 or 15 years from now. How will consumers access its products and services? What key elements will be the drivers of customer demand, and customer loyalty?
  • What will be the role of my company and the desired point of arrival? Here an organisation must consider its own ecosystem, and the role each part of it plays within the value chain(s). An organisation must identify which sources of value and core capabilities will become its key competitive drivers in the future.
  • What is the digital roadmap that will enable my company to get to the desired point of arrival? It doesn’t matter how ambitious an enterprise’s vision is if it doesn’t know how to achieve it. A roadmap for a Digital Transformation is critical, but also one of the hardest elements to design, given it is impossible to know in advance exactly how a transformation will proceed, and what challenges will arise on the way. This is why, as well as having clearly defined milestones, a roadmap must be flexible enough to allow an organisation to adapt to challenges, and allow the journey to be fine-tuned or adjusted as required. 

Who needs it?

A Digital Strategy may be right for organisations facing the following challenges: 

  • Planning a Digital Transformation programme and/or need to develop a Digital Transformation roadmap:A clear, well-defined Digital Strategy is a fundamental prerequisite for a Digital Transformation programme and roadmap.
  • Need to improve efficiency by boosting use of existing automation capabilities and systems: An enterprise should understand its objectives in automating elements of its operations – any automation should be part of a holistic Digital Strategy, with clear objectives and a clear understanding of key enablers (people and processes, as well as technology) and interdependencies.
  • A need to enhance performance and competitive positioning through digital: Companies often try to “go digital” when faced with competitive pressures, either from new digital native competitors entering the market, or to tackle performance issues. A Digital Strategy can help organisations avoid mistakes caused by acting without a clear plan, and ensure the long-term success of any Digital Transformation programme. 

Injazat’s Digital Strategy approach 

  • Understand the company’s vision and strategic goals, through interviews with senior management and key stakeholders
  • Define the point of departure, with a thorough assessment of the organisation’s current position
  • Understand key industry and technology trends
  • Define the company’s future role and competitive strategy
  • Perform a fitness assessment to identify any weaknesses that could affect the Digital Transformation
  • Develop the Digital roadmap


Digital Academy

Bringing an organisation up to Digital Maturity – with up-to-date IT systems and processes, and a modern, efficient IT infrastructure – is on the wishlists of many leaders. But a key part of the challenges inherent in such a transformation programme is how your workforce will adapt to such a major change. 

A Digital Academy can ensure your organisation’s staff are equipped with the knowledge and skills they will need to work with a new IT infrastructure, and can become part of a dynamic digital-minded enterprise.

By developing your staff with a dedicated Digital Academy programme, your organisation will reap the benefits of engaged, highly trained employees who are not only trained in your IT systems, but also retain the knowledge and experience they have gained in the past. These are the employees who will be best placed to spot opportunities in your organisation and drive change.

As workforces in the UAE and across the Middle East are often extremely diverse, with staff from different backgrounds, education levels and disciplines, and with different experiences, bespoke training programmes are critical.

Injazat can design a Digital Academy programme to cater to all areas of an organisation, with dedicated schemas for different departments and different levels. This ensures all staff have the knowledge and skills they will need for their particular roles, without being forced into a one-size-fits-all teaching plan.

Who needs it?

A Digital Academy may be right for organisations facing the following challenges:

  • Planning to start a Digital Transformation programme: Before an organisation can successfully complete a Digital Transformation programme, its employees, at every level, must be ready for the task – making a project such as a Digital Academy a pre-requisite for many firms.
  • A need to increase utilization of existing automation capabilities: Even when an organisation has the capability to automate elements of its operation, actual utilization of these capabilities can be slowed or stopped by employees unable or unwilling to adapt to concepts such as automation. Gartner’s 2018 CIO Agenda notes that culture and people are the biggest barriers to a successful Digital Transformation. A Digital Academy is designed to tackle just these types of challenges.
  • Having a low level of Digital Maturity: For organisations working to improve their Digital Maturity, one of the most challenging areas for management to address is frequently staff. People can be reluctant to embrace change and new technology, or may have extremely varied knowledge and experience of workplace technology. A Digital Academy can help guide these employees towards embracing technology, and so help improve Digital Maturity.
  • Having a large number of staff in jobs heavily affected by digitization: The digitization and automation of growing numbers of organisational roles is having significant impact not just on low-level workers, but those in mid-level jobs as well. Working in conjunction with HR, a Digital Academy can help employees turn digitization from a threat to an opportunity through a bespoke training programme, reducing the need to make staff redundant, and instead retaining their experience within the organisation.

Injazat’s Digital Academy approach

  • Define the Academy’s training objectives, content and target audience, in conjunction with management at all levels, as well as HR.
  • Define the Academy programme’s key milestones and expected results.
  • Perform a Learning Needs Analysis on the organisation’s workforce.
  • Design the Digital Academy training programme.
  • Execute the training programme, and operate the Digital Academy.

Continually monitor results, both in terms of staff response to and success within the Digital Academy, and feedback from within the organisation on its effectiveness.


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