Change is not linear, and neither is our approach. We鈥檙e finding clients move ahead fastest by blending strategic tech with smart principles. This allows flexibility for each client鈥檚 goals, resources, and situation. Here are some of the foundational elements:
1.听Know where you鈥檙e going.
Engaging everyone from the start is essential. Get input from people at every level, from leaders to junior team members. During this stage, you鈥檒l also need to do a gap analysis to see where your organization is now compared to where it needs to be, whether based on regulations or productivity goals. 鈥淏ased on a maturity model, we can then say, here are different examples of where you could go and what outcomes you could achieve,鈥� says Erica.听
鈥淲e鈥檝e been there鈥攎aturing our own digital engineering practice, and in helping others transform. Providing solid choices and outcomes takes the guesswork out for our clients,鈥� Kevin explains. 鈥淚t also helps them think through what exactly they want to accomplish now, and what can wait until later.鈥�
鈥淣ot every enterprise needs to be the most digitally forward-leaning one in the service to get some outcomes,鈥� Erica adds. 鈥淎 little improvement can still bring a lot of benefits.鈥� Simply digitizing documents, for example, allows a team to increase productivity, reduce mistakes, and create a foundation to build on as resources become available.
2.听Create a flexible plan.
Once the team has aligned on initial goals, we work with them to develop a strategic plan that provides quick wins along with steady, measurable gains. This culminates in a flexible road map鈥攁ccelerating accomplishments while being practical enough to withstand day-to-day challenges. At the same time, the plan is agile enough to pivot for new directives.听
For example, the steps toward digital product lifecycle management might start with gathering information from disparate systems, digitizing documents, and creating a digital thread on the technical side. On the strategic side, you may be setting goals for predictive maintenance so you can build in the highest value from the start.
3.听Prepare your people鈥攁cross multiple dimensions.
Creating a听digital workforce听requires technology and training, but communication is a must throughout. 鈥淵ou need to explain that we have a shared vision, you鈥檙e a valued partner, and this new path will help you mature,鈥� says Kevin. "People need to know what's in it for them."
鈥淔or those who are used to paper-based systems, they need to hear, 鈥榊es, we are automating parts of your job, but you鈥檒l be working on higher value projects,鈥欌�� he says. 鈥淚t鈥檚 easy to overlook how important buy-in is, but it will dramatically increase your chances for success.鈥� Our teams help organizations conduct training that creates a positive outcome for each member and shared understanding across the team.
4.听Provide guides for consistency鈥攅specially in tools.听
Your organization may have听engineering teams with disparate technical backgrounds, with personal preferences for certain digital tools. Or you may have concerns about adopting tools that could prove to be incompatible. While DOD provides a benefit by not being overly prescriptive on tools, there are advantages to standardization. We help clients prepare simple, straightforward guides to help establish tools and expedite decision making.听
