I loved my travel agent. But then I kept finding cheaper flights online without his help. I never minded hailing cabs. Until they were “lyfted” out of my life. When I got a smartphone — a portal into the world that ensures my day is never interrupted by inconveniences — I threw my Blackberry into the trash. The inevitability of waiting has been washed away by a tidal wave of digitization. I’m no longer the customer I used to be. My expectations are higher — and my patience lower — than ever.
Today, going digital is the new norm, and companies are fighting to keep up. 49% of companies have digitized their go to market to reach their customers faster, and 21% have digitized their customer facing products to make their services more accessible. HR and IT have digitized over the last few decades to ensure businesses have what they need to move forward with speed and ease. But in order to truly deliver at the speed of heightened customer expectations, companies can’t go anywhere without successfully digitizing their engine room: supply chain operations. Because the fanciest products on earth don’t matter if you can’t get them to customers where and when they want them.
The unfortunate truth is that companies aren’t even close to accomplishing this. Currently, only 2% of companies take operations into consideration when putting together a digital strategy. The reason is simple: it’s too painful. Unlike the more contained nature of sales, HR, and IT, supply chains are dynamic, fragmented, and globally scattered. Even the world’s biggest companies don’t own their operations, having outsourced it to external suppliers, factories, warehouses, and logistics carriers. In order to truly digitize, businesses need to tie together thousands of disparate moving parts and break down deeply rooted structural siloes.
To call this endeavor a headache is the understatement of the century; and because of this, companies have been choosing to stick their heads in the sand, filling in the gap with endless one-off initiatives that do nothing but reinforce existing processes and dysfunctional organizational structures. But with the expectations of today’s customers, “ostriching” has gone from being a mere setback to being an existential threat. For companies that want to survive, there is no choice; they must cut through the noise of buzzwords and superficial bandaids, and push forward with an effective solution. Here are a few things to keep in mind to get your team on the right path:
It is estimated that there is approximately $16.8 trillion in value at stake over the next 10 years for operations that go digital. But if companies don’t make any change to their current operational course, they are at grave risk of being disrupted. At the present rate, 75% of S&P 500 companies will be gone by 2027. Companies that thrive will be those that channel all their experiences, strengths, and people to support a cohesive digital strategy. Businesses who stick with their traditional operational models will be left behind. The good news is, global incumbents have the benefit of throwing their weight behind digital efforts and gaining huge momentum in capturing digital benefits. The bad news is, if they don’t get cracking on making digital operations a reality, they are sure to be disrupted by competitors who work to provide their customers with a prime experience.