A look at how Bulletproof is dealing with transformation and enablement
As an organisation, we collectively enable our customers, leveraging cloud services through innovative solutions and continued partnerships. But how do we deal with enablement and transformation internally in an ever-changing landscape of sophisticated customer demand? Over the past months, we have been busily setting out our 3-year strategy and aligning our digital roadmap accordingly.
Having defined the basis of the plan and confirmed our overall strategic business goals, we are now firmly in the execution phase. This digital transformation affects all aspects of the business from sales pipeline management through to operations, collaboration to financial management and everything in between.
As we continue our own journey of transformation encountering the numerous challenges and high points, I intend to document the journey. This insight is invaluable, not to just our success but our customers too, for there really is no substitute for battle-hardened experience.
Over the years through organic growth, acquisition and the onset of very capable SaaS platforms, we’ve experienced a sprawl in systems of record. How these systems are integrated and exactly what constitutes our master data. More importantly how quickly can we pivot to meet customer demand, open new channels of interaction, facilitate better self-service capabilities and provide the ability to accurately analyse, predict and measure business outcomes?
Conversely, how can we improve and facilitate continuous improvement across our service operating model whilst ensuring we are able meet our regulatory compliance requirements? Indeed, what can we do to better model and provide a layer of governance and visibility across the innumerable policies and controls that constitute our various compliance requirements?
Clearly this is a significant undertaking. The approach is to break it down into manageable initiatives and using lean principles, begin to prove the various hypotheses through experimentation.
The process starts by breaking the business into functional domains and analysing how the actors collaborate across the various value chains that comprise the enterprise. This establishes our current state and it is from this baseline that the transformation can be realised and success measured.
There are numerous facets to the overall approach. Continuous improvement, employee satisfaction, governance, risk, change management, data driven insights, vendor and partner management, internal resource and asset management, cost and financial management and above all, the need to better serve our customers with innovative products and services and compete in an aggressive market underpin the constant need for change.
The next article will examine the component parts of our transformation journey and how we intend
to execute, enjoying the successes and learning from failure.
Part 1 of our Digital Transformation blog series.
Giles Bill is Bulletproof’s Chief Information Officer.