I’ve found that other functions struggle with innovative technology when:
- They don’t know their processes particularly well. In this scenario, discussions about a mere port to a new platform get stuck on basic process misunderstandings.
- They try to jam existing processes on a new platform without considering new opportunities the technology brings. It’s a reasonable implementation strategy to simply port processes, However, if one doesn’t account for new cases — e.g., using mobile form factors to present demos or quote and approve in real-time — one may inadvertently foreclose those opportunities via short-sighted design choices.
- They deploy new process cases without a organizational change strategy beyond training. Take my CRM example above: if one’s sales force is made up of “order takers”, will they be able to leverage the new capabilities without intervention? If nothing else, one must ensure that debriefs of the top performers in this new capability happen and are passed along (via training, coaching, etc.).
Adapted from a comment I made on LinkedIn on this ZDNet post by Sven Denecken, noting some concrete reasons why digital innovation is disruptive: