Research says more than 70% of all digital transformation projects end up in failure.
Why do digital transformations fail?
- Unclear goals and project outcomes.
- Underestimated costs.
- Poor resource and skill allocation.
- Poor leadership.
- Failure to predict and mitigate risk.
- Lost focus on the user experience.
- Absence of Change management system.
Procter & Gamble
In 2012, Procter & Gamble wanted to digitize their company, however the transformation went offtrack. This led to financial loss and the CEO was asked to resign.
- Failure to realize changes in the economy that impacted the Implementation of the software.
- They Lacked the details of competitor's activities in the market.
- The Objectives were not specifically and precisely defined.
- There was no business case or ROI calculation for this huge digital transformation.
Revlon
After they went live with SAP ERP software for a new manufacturing plant in North Carolina, problems began to surface. They started to lose customer orders, could not monitor their supply chain and were not able to ship products. The failure caused sales to drop and caused operational Issues for Revlon. There was also a lawsuit made against the company.
- Incomplete risk realization and mitigation.
- Lack of a clear vision of all the important factors of the project.
- They did not predict control measures in the needed timeframe.
- They ignored the importance of organizational change that had a direct impact on digital transformation success.
Hershey's
When Hershey’s implemented SAP ERP, however they were unable to process approximately US$100 million of orders! Hershey’s replaced its legacy IT systems with an integrated ERP environment, but they made a few major mistakes.
- The project was speeded up – they were trying to have it completed before the predicted end of the year 1999.
- Leaders failed to understand the scale of work involved.
- The Testing phase was shortened and hurried with various shortcuts.
- Failure to predict risks.
Hewlett Packard
Hewlett Packard was reported to have spent US$160 million on its SAP ERP project, hoping for a good ROI. Instead, they lost almost five times that amount.
- Collaboration across departments to allow successful change management was missing along with Insufficient resource planning.
- Mismanagement of transition from a legacy system to the new SAP platform.
- They could not proactively realize the future demands and have contingency plans to mitigate risks.
Haribo
Serious supply chain issues emerged due to failure in SAP implementation caused for Haribo in 2018. They could not track inventory, raw materials or access inventory at shops. The Objective of digital transformation was meant to streamline production and update their goods management system, however, there was 25% drop in sales.
- Business processes were not evaluated in time to ensure that they were aligned with the new software.
- Insufficient risk mitigation to plan for things that may go wrong at the time of the SAP GO LIVE stage.
- Misalignment of SAP implementation to the company objectives and goals.
- Insufficient testing phase and checking for controls.
Lets work together on your digital transformation by applying our
11 Steps Framework for Digital Transformation
The 11 Steps Framework for digital transformation assures success to CEOs and Top Leadership
- It helps the CEO Mitigate the risk of failure
- It helps the CEO to digitally reimagine the business in today’s digital age to create a bold vision and thus help the CEO set the right Strategic Agenda for the Digital Project
- It helps to create a digital strategy that revolves around Customer experience, engagement and Journey.
- It leads the CEO to build a digital blue ocean Strategy that allows the business to have a competitive edge in the market.
- It helps the entire organisation directly align with the CEOs business and Digital Strategy by readjusting the structure processes and Data architecture.
- It ensures that technology is accurately aligned to the actual business drivers and not the other way round.
- It helps to predict the scale of the project to ensure time & money controls in the hands of the leadership.
- It helps the CEO and top management select the right technology and gain negotiating power with the vendors in terms of technology and resources needed.
- It allows Inter departmental Collaboration.
- It allows the end users/employees to direct the end user experience design of the technology hence assuring the success in the technology adoption by the employees.
- It allows smooth change management system that motivates employees to take the responsibility of making the transformation successful hence reducing pressure on the leadership.
- It creates a cultural advantage where employee acceptance of the technology is high thus eliminating employee resistance
One-to-One Strategy Meeting Agenda
Customer Testomonials
So far, I have been working with Romani on various projects for years. She is very attentive, patience and able to understand our requirement well. In addition, she is very proactive and willing to take one step further to help us iron out some of the teething and challenging issue faced. We are very glad that all the projects are able to roll out smoothly and successfully. Once again, thank you Romani and I wish you all the best in your future endeavours
YKK Europe Limited
About Me
Romani Verma – Business & Digital Transformation Consultant & Coach for CEOs & Top Leadership
Past Achievements
- Romani has played the role of business leader in various MNC IT Companies to manage business units- revenue and internal functional teams as well mastered in selling & Implementing technology for International Clients Therefore, she is an Expert in Business management, Strategy, Change management and Digital Transformation.
- For 15 years she has gained international experience in Digital Transformation advisory & Coaching where she has advised various small, mid-size, large customers as a change management consultant and technology implementing vendor.
- Coached and advised sectors such as manufacturing, retail, banking and technology companies.
- Built Business Cases for the customers of previous employers to justify the technology purchase. The business case included Process/ operational strategy reformation and justify the urgent need for digital transformation.
- Global customer experience -USA Canada UK, Europe, APAC markets.
- Held leadership roles and driven teams to achieve Digital Transformation - revenue targets (More than $25 Million+) in 6 months and transformed loss making business units into profitable ones.
- Designed go-to-market, pricing & execution strategies while building robust teams and processes to help achieve organization goals.
- She holds a Master's Degree in Business Administration - Marketing HR and IT - Qualified as an Organization Behaviour/Human Behavioural sciences expert
Current Focus Areas
- Implementation - Digital transformation Projects through a top-down approach.
- Building Strategic and Executive Alignment
- Facilitate Operational Readiness for digital transformation
- Capacity building for digital transformation through Operational Readiness
- Technical Readiness - Engage and empower your CIO/ Technical team for
- Digital Transformation Project Governance and Planning