How can you collaborate with partners and vendors in digital transformation?

Organizations have learned the hard way that change management is critical for digital transformation success. Can the same be said about technology partners? When selecting a partner, ensure you are aligned on the end goal. It is not just about implementing new technologies; it's about transforming how organizations operate and deliver value. Does your partner understand the critical components of adoption and utilization? Will you have shared metrics to measure success? Is your partner merely focusing on technological implementation but unable to support you through the design thinking approach required to build sustainable capabilities and drive employee engagement? Take a holistic approach that focuses on both technology and people.

Developing a well-structured digital transformation roadmap that involves input from internal and external stakeholders is crucial for success. What should also be considered is an incremental approach which allows for better adaptation, budget management, and a smoother transition, rather than a disruptive big bang implementation. It enables the organization to evolve at a manageable pace and incorporate feedback as needed.

In today's ever-changing tech landscape, the article touched on essential aspects of digital transformation collaboration. However, a valuable addition could be a deeper dive into long-term sustainability. This means fostering a culture of continuous learning, agility, innovation, and KPI monitoring. It ensures that digital transformation is not a one-time event but a perpetual journey of adaptation. To thrive in the digital era, embracing change as a constant is key. 🚀📈🔄

I believe that once you Ask 3 Questions to define your problem to solve, outcome to achieve and what good looks like, you will have a good sense of what gaps you may have with regard to the strategic and tactical capabilities needed to accomplish the transformation. You can then augment your team with the partners and vendors you need to get the job done, creating team agreements with a clear set of roles and accountabilities for each party. If you aren't choosing your vendors and partners, that clarity of roles and accountabilities becomes even more important.

Collaborating with partners and vendors in digital transformation begins with a clear and shared vision. Defining the goals and objectives of our transformation journey, ensuring that they align with our firm's strategic priorities. This vision should be both aspirational and practical, guiding the digital transformation efforts towards a common purpose. Engaging with our partners to ensure they understand and buy into this vision, emphasizing the importance of mutual success.

Selecting the right partners and vendors is a critical step in ensuring success. Let's start by carefully assessing our specific needs and objectives, then establish clear selection criteria. Research potential candidates, review their proposals, and engage in detailed interviews to evaluate their ability. Checking references is crucial to verify their track record and client satisfaction.

Trust and transparency can be established by fostering open and honest communication Ensure key stakeholders have access to relevant information about the digital transformation objectives and progress. A culture of transparency where questions and concerns are welcomed and addressed promptly. Finally we have to lead by example, demonstrating integrity and consistency.

To leverage the strengths and expertise of partners and vendors we should establish a collaborative environment where unique skills and knowledge are fully integrated into our company. But let's not forget to encourage collaboration, open communication and active participation!

“Jon, it’s the sale after the sale that slows implementation.” I worked at an SaaS and learned this from our VP. What’s the sale after the sale? You make the sale. They inked the contract. You meet with the team who must implement it. And they were not involved. At all. They ask tons of questions, express skepticism, try to get it undone, and stall. They have different threats to value and cognitive biases (e.g., confirmation, self-interest, slippery slope, etc.). Plus, the big 3 risk factors – fear, uncertainty, doubt. Way too much time and effort are spent on the technical aspects and not nearly enough on the people aspects. Map the customer’s journey using multiple stories (and narrative data) and learn their pain points. It works.