prioritize problems to find the right solution
One of Mr. Quirion’s observations is that this approach is very different from traditional consultation mandates because “the workshops are very well structured. We have clear objectives to achieve for each step, it’s agile, and we get straight to the point.” This approach makes it possible to not only quickly obtain an innovation plan but also ensure that the plan is realistic by addressing the “quick wins” as well as some of the more audacious “big bets” and the so-called “incremental” projects that are necessary for the other projects. This makes it much easier for the organization and employees to adopt the innovation since they have been involved throughout the process.
Before starting the problem framing process, Boa-Franc already had a series of digital transformation projects underway (technology replacement, a smaller-scale innovation project, etc.). Thus, the team finally decided to retain only two promising projects in phase 1, which will be completed within 18 months. One will be related to customer satisfaction and the other to quality control. By proceeding in this way, Boa-Franc uses different resources in the company, mobilizes different teams, and ensures better change management.
Once these projects are properly implemented, Boa-Franc can repeat the exercise to define and prioritize the next projects to be included in its digital transformation. It is crucial not to try to make a five-year digital transformation plan. Instead, target the projects to be carried out over the next 12 to 24 months at the most and then repeat the prioritization exercise. Beyond 24 months, it’s impossible to predict what technologies will be available by then or even whether your business model will have changed. Your priorities may not be the same at all. Technological innovation must be based on a philosophy of iteration.