Assumed vision 

From ,,nice to have'' to ,,must to have''

Moving from "nice to have" to "must-have" sounds simple, but it isn't. In many situations, boards have digitalization-related topics on the agenda, but they often don't become a priority.

For this reason, many digitalization procedures are postponed from one quarter to another, from one year to another.

This even happens with some software application implementations that don't significantly contribute to the business simply because they don't receive enough attention. This is what we call in the field the "Carthage Syndrome."

What needs to be done?

Simply, prioritize process optimization through digitalization on the board's agenda. In other words, make it a company objective, linked to the key performance indicators of all managers in the company.

Annual or even multi-annual resource planning is essential

Without budgets, objectives cannot function. But the need for human resources and time is even more critical.

Why? Because everything we propose and implement will be accompanied by an investment rationale that makes it clear about the recovery of the investment in an optimal period.

In reality, the allocated time resource for digital transformation is the most challenging.

The trust

​It is built step by step

Whether we're talking about Sostenia or any other partner, trust is earned over time. It will make the difference between a constructive collaboration, where all team members remain focused on the objective, and one in which each party will find excuses and reasons for why the project didn't succeed this time.

What is to be done?

We start, as in any journey, with the first step. We identify a digitization project or an improvement process and together, we verify if there are the prerequisites for a long-term partnership and, consequently, the possibility of applying the success fee approach.

Redesigning the future

What is the business environment in which we will operate in over 5 years?

The issue is not about special skills or intuition. Typically, for a time horizon of 3 to 5 years, we obtain market studies.

We know the human resources trend and what is happening with customer expectations, we know what our direct competitors are doing, and so on.

The most important question is: do we know what we want to do with our company?

How prepared are we?

After establishing the company's direction, we simply need a plan to align the vision with the chosen time horizon.

Benefits plan

How much do we want to earn?

It is mandatory to have this answer. This way, we will be able to control productivity.

We will have a vision related to the cost for each business operation, and we will set cost objectives for each support service in the company.

Compared to previous situations, we will measure the level of generated profit. In conclusion, how much we earned.

When do we want to earn it?

It provides visibility into moments of impact on cash flow and can positively or negatively influence future process improvement actions. The benefit of the first improvement should fuel the next one.