Digital Innovation and hence emerging technologies present opportunities to organisations and for enterprise leaders within to rethink their business in order to create better experiences for customers, employees, and ecosystem partners, and also to lower costs.

As a part of digital transformation, organsations undertake two primary activities: –

• building a digital platform and
• building a new operating model

In order to embrace being digital, both the above-mentioned activities must happen concurrently.

The Path to Success with a digital platform doesn’t depend on the technologies comprising the platform or the implementation, but it depends on users adopting the digital platform itself. Hence, when both the above two activities are happening concurrently, it presents a grave pitfall:

An Organisation is limited in how far it can go in creating a new digital platform (or) changing its existing operating model unless the digital platform succeeds or is bound to succeed. Approaching this methodology and hence the pitfall incorrectly causes many digital transformation initiatives to fail either one after the other or collectively.

In the real world, digital platforms enable a data-driven methodology rather than a process-driven methodology. The digital platform handles an end-to-end business process necessary to achieve an improved experience for customers, employees, and partners, as laid down in the defining statement.

Digital platforms enforce:

• to cut across the existing traditional organizational structures like the silos, policies, and technology investments to enable the new operating model
• to define a different organization, a different talent model, a different mindset, and a different set of policies and processes.

Rethinking and re-engineering these individual components of an operating model necessitates deep, organization-wide changes and hence the amount of change and disruption often leads to and causes a strong resistance to embracing digital.

Multiple components of this operating model comprise a standard digital platform and these must be aligned and integrated to create better experiences for users (typically a data-ingestion engine, a machine-learning transactional engine to perform tasks or rules-based activities, an analytical engine and increasingly, an AI engine, APIs, or tools that allow digital platforms to talk to other software, and tools monitoring regulatory compliance).

The Wrong Approach:

A typical structure in place is that many Organisations mostly/preferably take a technology-first approach when building/assembling their digital platform. By acquiring technology, the Executive team hopes that they will accomplish their objectives of better experiences for customers, employees, and partners.

This is a destined-for-failure approach.

The truth is, digital technologies in and of themselves create no value, in themselves as absolute or whole. Their power is in enabling a change in how a company operates after embracing digital technologies, that new operating model creates/adds value.

The Right Approach to the Path to Success:

When it’s about the success of the digital platform, it is vital to think about the moment that matters most to each type of user as the moment that matters most will differ according to the type of user, their associated responsibilities, and the tasks for which they use/make use of the digital platform.

The best approach is an “experiences” approach, focusing on the people who will use the digital platform in the form of the end users, whether they are customers, employees, or ecosystem partners.

Organisations undertake digital transformation to create a competitive advantage. Therefore, it is important to think about the moment that matters most to each type of user, in order for the digital platform to remain on the path of success. If the intended platform delivers the experience that matters, it will be a success, and the company will gain a competitive advantage both within and wrt its competitors, or else, it most likely leads to failure, which is not a desirable outcome.

The first step, thus, in defining the path to success of a digital platform, is the experiences approach to building or assembling a digital platform which is to identify the moments or things that matter to the various types of users because that is the experience that the digital platform must deliver to deliver a path of success and also these moments are the absolute musts where the digital platform must delight users, otherwise, they won’t adopt/use/embrace it.

The second step, then, is to establish metrics – a way to measure whether the digital platform delivers that experience and delivers it in a timely fashion or in a time-bound manner. Two absolute ways to think about measuring the user experience are the completeness of the job and the time it takes to complete it. The metrics help the company know whether the digital platform is delivering on its business objectives, and hence it’s crucial to both establish and evaluate these metrics.

Conclusion:

Companies need to develop/design their digital platform:

• around delivering “important moments” experiences for each kind of user and finding the appropriate metrics, in the defined path to remain successful
• then select the emerging technologies that will support those moments and associated metrics.

When an experiences approach is taken into consideration and the focus is made first on the absolute musts, the platform must deliver:

• to delight each type of user,
• people will adopt the platform more readily,

which leads to a much easier path and less resistance to the organizational change that so often defeats digital transformation activities.

By opting for a digital platform strategy, an organisation is given new innovative opportunities to generate continued revenue with a new business model.

Concurrently, a digital platform can also be used directly to achieve sustainability objectives.

There is no ‘one size fits all’ strategy for creating a digital platform that is both successful and sustainable.

But, this strategy starts with a vision, guts and iterative experimentation to determine what is the best approach for the organisation, its customers and society.

Learning a design & validation framework for leading Intrapreneurs to create their own platform and fine-tune a sustainable business model around it paves a way for how to launch and monetise digital marketplaces.

Arriving at a prototype approach in building the platform with a roadmap with step-by-step actions to validate platform ideas and test them repeatedly to arrive at actionable tools and techniques to evolve needs to be in place to succeed and prosper.

The organization benefits from digital transformation and its many opportunities for timely communication and exchange.

As a part of digital transformation and being technology innovators using learning experience platforms at mPowerO, we are well versed in understanding traditional business models across industries that can be reshaped into platform business models to facilitate accelerated growth, in order to adapt to digital innovation.

Our aim is to facilitate co-developing the business platform concept together with our clients while we help structure the technology framework that will enable the digital platform to go live in the shortest possible time, hence providing an end-to-end solution that encompasses business and technology, making mPowerO a pioneer and a one-stop shop for our clients’ platform transformation journey.

The digital revolution has brought new network-based value chains and “coopetitive” business models. Traditional, linear value chains with their competitive business models – otherwise known as product-based business models – are striving to/have been replaced by platform-based business models as platform-based businesses are winning & hence thriving with more enhanced visibility and profits.

As the transformation to digitalization continues to evolve, now are exciting times for businesses who want the opportunity to get us there collectively through the implementation of SDGs and allowing us to guide platform privacy, security, and ethical standards.

The platform revolution has opened up myriad new opportunities/challenges in meeting global sustainability goals.

An LXP such as mPowerO, can help you in an end-to-end training development solution, from identifying the right skills to building them while providing an impactful learning experience, across various verticals & industry sectors, for organizations, in order to achieve sustainable growth.

For instance, as the distributed workforce does not have time to learn, they need an OJT platform that is mobile-friendly as they are always on the go, to remain on par with the competition and technological evolution.

Upskilling the Frontline workforce with Learning Experiential Platforms (LXP) driven by the latest advanced technologies is crucial to get the most out of this valuable resource. Creating a culture of continuous, interactive learning/training through on-the-job training for the frontline staff via m-Learning with the LXP tool from mPowerO, a frontline workforce enablement solution can help train the frontline and take them to the desired next level, to achieve desired goals.

mPowerO platform can assist in managing the complete lifecycle of a frontline, from onboarding to moving them up the career ladder by empowering them with the right skills and knowledge, with improved performance.

OJT with the right mix of the latest technology via an automated skilling platform creates uninterrupted learning/training and seamlessness in a hybrid work model/environment, thus promoting impactful learning experiences.

An LXP can be a definitive helping hand in providing impactful personalized learning/training experiences in order for the employees to be successful and also the organization.

An LXP powered by the latest AI could further keep up the Frontline workforce up-to-date through micro-learning content merged with AI content recommendations along with an advanced data analytics platform to showcase the outcomes for better learning/training outcomes and learning/training experiences.

For upskilling Your Frontline workforce, mPowerO provides continuous support and is an end-to-end offering to Online Learning Platforms/Solutions, Digital Publishing Solutions, Upskilling/ReSkilling and Skilling training opportunities for medium to large companies.

mPowerO has evolved from being an Online Learning Solution (LMS) to serving as LXP in order to accommodate larger targeted audiences for educational/publishing and skilling requirements of various medium to large organizations/enterprises.

Talk to our expert team members for a deeper understanding and more related information.

Reach out via email at info@mpowero.com or visit us at https://www.mpowero.com/ for more information.

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