Results and Analysis

Interviews

2.3.1.1 Analysis 1 The first expert interviewed works in an Indian multinational company that operates in Brazil with several fronts such as technology and service design. The company has a strong technological aspect in its operations but sought to acquire other complementary companies that would bring a more consultative vision to understand, not only the technological issue but the business as a whole, supported by these technologies, thus allowing to attend the cycle all for digital transformation. It serves companies seeking a renewal or disruption, in some cases traditional companies that seek to reinvent themselves.

"Die interview was held in October 2018, using the Skype tool with digital file recording and later transcribed using Atlas software.

One of the main points raised by the interviewee was the question of understanding the business vision with the centrality of the user, redesigning the process in search of innovation. He also considered that there was a great lack of alignment with the concept of what is digital transformation, and many customers still understand that only investment in technology is enough for a digital transformation of the business. Emphasis was placed on the importance of revisiting processes and aligning strategy and technologies.

In the interview, the question of the processes appears in evidence, and it helps in the understanding of where the company wants to arrive and how and what to do to align the strategy for effectiveness in the digital transformation of the business.

In addition, there have been cases in which customers invest in leading-edge technologies and are involved in the process of digital transformation, but the use of technology in isolation does not transform the business. It is mandatory to align with the other areas so that the data is transformed into information that leads to the expected result strategically.

The issue of culture change is also a priority and preparing teams is critical.

2.3.1.2 Analysis2 The second expert interviewed works in a Brazilian multinational company that was born as a software consultant and today works mainly with digital transformation. Some clients come from the software consultancy, extending the projects aiming at an evolution toward a true digital transformation, others are already specifically looking for a move to digital.

"Die interview was held in October 2018, through the phone with digital file recording and later transcribed using Atlas software.

"Die interviewee stressed that generally a digital transformation project begins with the management part. Predicting the scenarios, the company needs to understand the need for digital transformation within its business and seeks out specialists who can assist it in this transformation. An analysis of the return of this investment, the difficulties, and the necessary time is made, going to the training of the leaders and then arriving in the operational.

It is not possible to do digital transformation in some areas only; it is usually a horizontal process that takes a product and goes through all areas. All the leaders involved are trained this way and can help to clarify internally in the company the importance and benefits of this change.

One premise within digital transformation is the involvement of the ecosystem to minimize risk. With this, the analysis of the company is much more complete, but this process depends on the level of maturity of the company culture. For this to happen, paradigm shattering and culture shock need to be very well worked out.

With this closer involvement of customers and partners, there is a need for companies to respond faster, and this is reflected in internal IT processes. Implementation deadlines should be reduced, and software developments need to adapt to agile cultures, bringing people from infrastructure into teams and automating processes to ensure security and risk minimization. Another aspect is that the owner of the product becomes the owner of the process, assuming the management of production lead times in the time the market demands, generating dynamism in the analysis through automation techniques and control tools for a greater aggregation of value for customers.

When the company’s culture changes, digital transformation takes the company to another reality, and it is mandatory to revisit the business model and update it to this new reality. This is a big challenge for traditional companies because for a large company today, a failure can cause millions of losses, but if the business model does not adapt to the agility demanded by the market, competing with the start-ups that arise presenting new solutions that take advantage of their agility can transform the market they enter, that is, they can test their business models quickly and cheaply, changing and adjusting according to the market response; traditional companies can be swallowed and expelled from their current markets.

2.3.1.3 Analysis 3 The third expert has worked for 20 years in a multinational technology company, the last two years focusing on leading teams of experts in digital transformation projects.

Tie interview was held in October 2018, in person with digital file recording and later transcribed using Atlas software.

Many of the customers did not know what digital transformation was. Start-ups come with a business model and a culture of fast service to customer needs, already structured with agile methodologies for quick response in digital channels.

He considers three types of digital transformation projects: software development, research and development, and innovation.

Digital transformation changes the company’s way of doing business and not only involves parts, such as the use of technologies or methodologies. Tie digital transformation of large traditional companies often involves a phase of living with digital and traditional aspects for a long time. It is necessary to invest in technologies that aggregate and talk with traditional solutions in order to achieve the dynamism of companies already born digital. An example would be cloud solutions.

There is a cultural problem in companies regarding the understanding of digital transformation.

Digital transformation indirectly involves the entire suitability of the company’s chain. It needs analysis of its essence with change in every link and a thorough reanalysis of the business model as a whole. Transformation also involves capturing and harnessing information to feed the chain and decision-making.

Digital transformation is more than technology; it is business related. People need to adapt and always be up to date on the best practices and news that come up every day.

Digital transformation is using tools to create new values to deliver to customers. Companies should take this into their strategy and look at ways to achieve it.

2.3.1.4 Interviews Analysis In order to answer which factors companies should focus on in the question of the digital transformation of their business, a summary table was elaborated from the essential points that were presented in the analyses of the interviews (Table 2.1).

Table 2.1 Summary View of the Main Points

ANALYSIS 1

ANALYSIS 2

ANALYSIS 3

Value offer

The value proposition is in the understanding of what the client wants, concepts and objectives, but the company’s own culture does not allow, difficult to understand the value proposition

Customers still do not understand the value proposition; it is still very vague for them. The very understanding that the customer should participate in the process

Not very clear for clients who want to transform the business, as well as many other digital concepts

Value

creation

It is in the processes that will be remodeled

In the view of companies the use of business model is mandatory to revisit the business model and update it to this new reality

Digital transformation is using tools to create new values to deliver to customers

Value

delivery

Generally, value is economic in the view of companies

Generally, value is economic in the view of companies

Generally, value is economic in the view of companies

(Continued)

Table 2.1 (Continued) Summary View of the Main Points

ANALYSIS 1

ANALYSIS 2

ANALYSIS 3

Culture

There is a lack of culture, to be inserted in a broader context

It is time to train the leaders, to implant the digital culture

Very common problem for traditional companies

People/

training

Change the culture, thought

Essential to train people, there is no formal education for this digital environment

All teams need to be always tuned with new technologies and process, align with market tendency

Technology

Without processes and alignment with the vision, strategy does not mean a true digital transformation. There is a need to use technology to capture data and transport information to results linked to strategy

On average, only 30% of a project is related to technology within digital transformation; 60% is the issue of communication and training and disruption of paradigms It needs a set of changes

Technology is just a part of digital transformation.

Without a business model review and culture transformation, technology by itself does not characterize a digital transformation.

Processes

Focus change on internal and external customers

It requires an adaptation of current processes to better respond to the market/customers

Adapt the chain to support new time-to-market

Difficulties

Lack of business understanding of what they want. Need for leveling, culture talk, and change management. It requires commitment and takes more time

Breaking the company's internal paradigms, each area looks at its world, and digital transformation requires it to look at the whole, for the product. It is a culture shock

The challenging issue for traditional companies is the convenience between legacy and the new business model

Related

issues

Agile methodologies, processes

Agile methodologies, lean, culture

Agile methodologies

 
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