Three Insight-Driven Digital Transformation

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital is not just a one-time business initiative or an IT project, it’s a journey which has to be driven via insight, catalyzed via innovation, enabled by people and for the people, with the ultimate goal to build a high-intelligent and high-effective digital organization.
Digital insight to build strategy execution capabilities: Digital means flow, data flow, information flow and insight flow; knowledge does not stand still! It flows into the company,  and it flows out of it, it erodes, and it gets created again, hopefully, it flows to the customers of the company in terms of product and service delivery as well, and it flows within the digital ecosystem just like the river merged to the sea. In reality, it brings unprecedented opportunities for business growth, also causes significant risks in the business’s bottom line. The hyperconnected nature of digital accelerates the business speed. However,  Digital also enlarges the gaps when different organizations, functions, and individuals evolve with varying speed. As companies around the world transform themselves into digital business that is based on ‎information, innovation, and intelligence, it depends on their ability to well align the strategy and execution, for delivering the solid result; their digital insight about customers’ need and employees’ engagement; their capability to explore intangible assets (leadership, culture, innovation, knowledge etc), they become  far more decisive than their ‎ability to invest in and manage physical assets. Digital insight helps digital leaders and professionals discover, then consciously manage the communication gap between self-perception and the perception of others. Transforming, generating, ascending and core-shifting individuals, teams, even whole the organization up to the next level of digital maturity.
Digital insight to make effective decisions: At traditional companies, the big or small decisions are often based on static or often outdated information available and the “gut feeling” of decision makers. The abundance of information flow and the more advanced technologies make it possible to gain real-time insight and business foresight if organizations are truly being digitized underneath, at the process level. What should be focused on is the integration of IT into the business decisions and processes to be highly responsive. Even the speed of change is increasing, businesses still do have contexts of relative certainty, while simultaneously having contexts reflecting both complexity and chaos. Each of these contexts requires in-depth digital insight in effective decision making and taking a different management approach. So delivering a high level of digital impact to your organization is not about finding a way to replace the old information management system.  it is about getting insight to the right user in a way that supports a better decision life cycle. It is about looking for an enterprise level solution that cleans and combines data from multiple sources, supports the secure sharing of information, presents them in an "end user-friendly" format, reduces the manual work required of the analytics team and ultimately delivers insight  in decision-making to your organization.
Digital insight to manage talent innovatively: Digital is the age of people and innovation. The goal of talent analytics is not to get the report built, but to capture business insight holistically. In the digital age, organizations need to redefine and reinvent to digitize their talent management perspective. They need to understand the extent to which digital technologies enable the people to function to manage an integrated ecosystem of stakeholders and operate as an efficient and effective strategic business partner. They also need to work more closely with management and take a proactive approach to purposely creating a defined corporate culture and the competitive difference. It’s about capturing insight not about the talent performance today by crunching numbers, but also gain foresight about human potential, treat people not just as cost or asset, but as the capital to invest in. It’s about having talent managers and professionals getting more comfortable on information-based people management solutions, and understand their people in a more objective and holistic way, and put the right people with the right talent to the right position.
The insight-driven digital transformation can create synchronization of all functions running seamlessly. Digital synchronization occurs on multiple levels, but it presupposes the ability of each 'link' to articulate their 'strategic intent.' If strategic intent can be understood both within and without the organization, the alignment process becomes an analytic and harmonized process where the actual configuration of the organization's strategy is a consequence of design and implementation strategies. Digital synchronization and strategic alignment occur when all parts of the choir sing their respective parts in harmony to achieve a higher purpose, the music as a symphony of voice.   
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