The Situation | Digital transformation has become a nuanced term. Somewhat like ice cream in the summer. When you see someone eating your favorite flavor on a hot summer day, it incites an immediate craving. You know that you want the cone, that it will bring you a sense of happiness not only in the taste, but also maybe in the social outing it will revolve around. But then you think about that bathing suit you hope to wear later in the day or the water that will then be needed to quench your thirst, and oftentimes there is hesitation in fulfilling the craving you know ultimately will bring no regret. Okay, maybe that’s a little too distilled of an explanation, but I hope you get the point. Digital Transformation. We know it is important, in fact it is the impending future no matter how much you try to avoid or deny it. But then by embarking on the journey, you also know that it will create work and a probable disruption in your comfortable ‘plan’. So you begin to question the value. And begin to cringe at the term, or try to validate your thought that the term has too much hype.
The Complication | This hesitancy and resistance in diving head first into the process actually hinders long-term success. Companies that are not investing fully all in money, support and effort are running the risk of falling behind competitors. In order to build more qualitative products at a more rapid speed, there comes a time where the company, each of its teams and its employees need to embrace and overcome true digital transformation. But it’s hard. Really hard.
The Implication | As seen in the image attached, companies are running the risk of losing the opportunity to obtain that expected 30% revenue by 2020 where customers are investing to be a part of the movement. Not only this, but if companies don’t move quickly they will miss the sweet spot in the maturity of digital transformation that their competitors are gaining as time lapses. This most immediately causes depreciation of Net Promoter Score, which arguably now is more important than any vanity metric (i.e. how many lines of code are being written, number of commits, etc.) ever was. And once trust is lost, it is close to impossible to rebuild especially in the Fortune 500 customer base.
Position | It is now more than ever that we need to look past the nuance and move our teams toward modernization. At the Dojo, our mission is two-fold; to practice modern software development methodology (XP, Lean Startup) and to further evangelize ‘The Way’ to internal Dell EMC product teams, and to contribute to Cloud Foundry Foundation sanctioned OS projects. We are very lucky to work for a company that is investing in and understands fully that in order to stay alive, and most importantly thrive as IT leaders, we must continue to scale in this world of Digital Transformation. Our power at the Dojo lies in the buy-in from all levels.
Action | Our power as Dell EMC on the Digital Transformation world stage lies in the buy-in from every member of the company. It has been proven time and time again that customers LOVE the modern way in which we are building software. There are definitely challenges to rewiring the way that we work and the way that we measure the work we produce, but with hard work, comes not only a thrilling journey, but a highly productive one that produces amazingly positive results. There is no better time than now to jump on this Digital Transformation train.
Benefit | Use the Dojo as a testament and witness to all of the aforementioned sentiments and Digital Traction Metrics as seen in the attached image. Join us in paving the path to the Future. And eat an ice cream cone while you are at it.