CEO decision-making around digital brain transformation becomes impossible if departmental silos and divisions are allowed to remain high.
An imaginary client makes a market-leading product, and they said something really interesting. But will data bear this out? It doesn’t matter how excellent the product is, they said. This is where the concept of managing your business out of a collective “digital brain” becomes so critical.
That exciting new product is simply a product on the production floor without the correct customer service. Couple it with the right people on the sales floor giving accurate information at the right time. There’s simply nothing better.
So, how do we sew all of these parts together? This is when the golden thread enters the picture.
Customer service processes connect everything, making it easy for departments to collaborate on challenges and make well-informed choices.
But what if there was a way for young CEOs to transcend beyond the golden thread? What if we could build a digital brain for business that simplifies, automates, and enhances our problem-solving and decision-making processes? It may seem like science fiction, but it isn’t that far away.
The digital brain transformational task can be daunting.
Digital transformation is a process that takes time. It’s a mental shift, as well as an organizational one. Digital transformation doesn’t happen when firms divide themselves with complications and segregation.
At the organizational level, decision-making is complex. For one thing, with so many moving components, we waste a lot of time and money making bad judgments before figuring out the correct ones, or we end up iterating until we get it right.
Worse, decision-making is often not human-centric. Instead, we make choices depending on the methods available to us.
For example, if we’ve established a procedure for double-checking the figures on a vendor invoice, we’re unlikely to update or enhance it. When a vendor delivers an invoice, the finance team determines when to start the process rather than enhancing it. Consequently, digital transformation must begin from the bottom up, with no springboard to assist it.
Low-code, no-code, and/or never-code?
Many firms have the people and data they need to begin the digital transformation or to take it a step further. They do this by transforming or entirely changing processes utilizing intelligent technologies such as artificial intelligence and machine learning.
On the other hand, companies are trapped between a rock and a hard place if they don’t have a digital brain to analyze that data and grasp context. An excellent place to start is with a framework like the Common Service Data Model (CSDM), which serves as a template for linking and understanding digital assets.
Nonetheless, we have limited capacity to exploit enterprise-level data to generate cross-departmental and cross-functional skills and allow quick and continual change. While the golden thread links departments, it does not assist us in determining how to effectively use a team’s talents and capabilities to better our operations.
We can get a comprehensive perspective of what’s needed to improve using a digital brain. It’s not rocket science. After that, we can apply process optimization to current processes, transforming lengthy multi-step projects into workflows.
We can automate process optimization to improve processes on the go without requiring human interaction if we have enough data and time. The process develops itself as we go from low-code to no-code to never-code.
The digital brain is always learning, always on.
The digital brain makes it possible to get feedback at all times. CEOs need this. Stat.
Have you ever utilized an airport feedback form that allows you to provide fast input by touching a happy, neutral, or unhappy face? Consider something similar, but on a larger scale.
Prompt your employees to provide comments. Have them tell you how much simpler their work is. How satisfied they are after the digital brain has helped improve a procedure.
The potential of an always-on, always-learning digital brain goes well beyond consumer and staff happiness. So it goes.
Employees, for example, are eager to learn if their firm is following ESG (environmental, social, and governance) objectives, given the rising relevance of sustainability and critical societal concerns.
That’s another area where the digital brain may assist. The digital brain may compile statistics on how a firm operates and how an individual employee contributes to ESG initiatives using data acquired through the golden thread.
Move toward a more intelligent future.
Let’s go back to the imaginary individual whose firm makes a terrific product but can’t do anything with it since they can’t link sales, information, and customers.
Teams may quickly transfer information using a golden thread to link departments, while the digital brain analyses it in real-time.
People on the sales floor may acquire real-time information on product changes, manufacturing difficulties, service interruptions, or sales promotions by tapping into the digital brain, making it feasible to give vital information to customers right away.
This translates to increased sales and more rapid decision-making. This is self-evident.
We have the means to develop the digital brain, even if it does not exist now. We’re swiftly approaching the day when we’ll be able to hire humans to accomplish things that only people can do. The digital brain will take care of the rest while focusing on realizing our human potential.
