This content is part of the Essential Guide: News from JavaOne 2016
Manage Learn to apply best practices and optimize your operations.

Relieving pain points of change management for digital transformation

Digital transformation is a continuous activity, not just a one-time project. To do the process well, change management has to be a continuous process, according to Rahul Gupta, Capgemini vice president of enterprise applications. He's not just talking about change management in the application or microservice lifecycle, but in business processes and organizational culture, too.

The scope of change management for digital transformation is challenging, said Gupta, who has worked on many such projects for Capgemini, a provider of consulting, technology and outsourcing services. Business, IT and operations must all be involved. "It's important to remember that digital encompasses everything you do as a company, from business transactions to internal operations," he said. He explained the difficulties of doing holistic enterprise change management in this video excerpt. He also gave advice on mastering this domain.

In the interview, Gupta also addressed some misconceptions about the size and scope of digital transformation projects.

Many people think of change management for digital transformation as an all-or-nothing project, he noted. That's not true. Companies that do not want to rock the boat all at once can implement digital updates in stages, focusing on areas of the business that bring maximum return. "From there, you will get a quick return on your investment to enable digital transformation for the rest of the enterprise," he said.

Digital encompasses everything you do as a company, from business transactions to internal operations.
Rahul GuptaVP of enterprise applications, Capgemini

Identifying and knowing all about the end customer is the first step for companies making digital changes in stages, said Gupta. "Businesses in various industries -- from retail and hospitality to financial services -- have different priorities when it comes to the end customer and should, therefore, begin making digital augmentations in different places," he explained. For example, manufacturers may first work to make enhancements to digital processes with their suppliers or pharmaceutical companies may begin with doctors and health administration professionals.

"By starting with the end customer, companies can better ensure that their efforts will have the greatest impact and largest return on investment," Gupta said. They'll find that "digital transformation is self-funding."

Some people think that digital transformation is only for large companies, which is another misconception, in Gupta's view. He has seen that small and midsized businesses can benefit from a digital makeover. After all, companies of all sizes must connect to their end customers, Gupta said. "While the means of this transformation and process may be different for small organizations compared to large organizations, there is no doubt that any company -- regardless of size -- must move forward with their digital agenda in order to keep in sync with their digitally savvy customers," he concluded.

Check out this video to get Gupta's advice on handling change management for digital transformation.

View All Videos