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How Digital Transformation Leaders Are Planning for an Uncertain Road Ahead

a mans standing in front of a whiteboard filled with charts and sticky notes, holding a phone in 1 hand and writing on the board with the other

Recent months have witnessed Black Swan events resulting in global dislocation as has never been experienced, impacting how organizations operate and almost every aspect of life.

Unprecedented developments and an uncharted road ahead drive seismic shifts in not only priorities but also imperatives for corporations.

Today’s environment presents Digital Transformation leaders with significant challenges and opportunities.  Rubrics companies have been using to drive the evolution of business models, processes, organizational structures, and technology have been shattered and re-constituted, almost without warning.

New operating models impact everything from where and how people work to go-to-market motions and value delivery models.

Digital Transformation executives must have an effective means to ingest the new reality and assemble a path forward in realtime that re-aligns strategic objectives so organizations can adapt, survive and thrive.

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New Priorities Emerge, and Others Recede

For example, providing tools and processes for a higher percentage of knowledge workers to operate from primary home offices takes precedent in contrast with a planned technology build-out to enhance the productivity of corporate facility-based activities.

Apart from these dynamics, new financial constraints now exist to varying extents for organizations across all industries.  Understanding how the existing project portfolio can flex to accommodate unique circumstances is crucial to re-formulating a company’s transformation strategy.

A responsive contingency planning network provides the framework and tools necessary to move forward rapidly and confidently.

Contingency Planning: A Repeatable Process in Five Simple Steps

With an understanding of financial constraints and associated  expense reduction targets, leaders can look to the existing project portfolio to:

  • Distinguish discretionary from non-discretionary projects.
  • Determine the committed versus non-committed spend on discretionary projects.
  • Categorize expense reduction opportunities across low, medium and high-priority projects.
  • Calculate the knock-on effect of operating expenses and benefits deferral associated with project delay or elimination.
  • Select projects or priority groupings of projects to be delayed or eliminated–implement the new plan

Simple is Not Easy

Without the technology, systems, and processes to execute the required analysis, it takes weeks or even months to assemble and assess the data required to formulate an action plan that thoughtfully addresses the reduction of expenses, impact on benefits, and prioritization of new core competencies.

A responsive contingency planning network implemented as part of a digital investment governance platform provides a framework for matching new financial goals and priorities to ensure Digital Transformation programs can contribute to organizational competitiveness and readiness to embrace whatever the future holds for all.

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