Strategising for digital transformation
Employees want to work for digital leaders and businesses that are committed to digital progress and transformation, according to Henry Peens, senior manager, cyber practice leader at Deloitte & Touche. "Companies with a clear digital strategy attract and retain the best talent," he says.
"The power of a digital transformation strategy lies in its scope and objectives; less digitally mature organisations tend to focus on individual technologies and have strategies that are decidedly operational in focus. Digital strategies in the most mature organisations are developed with an eye on transforming the business, not just transforming a process."
According to Peens, digital transformation is driven through a strategy, strong leaders and cultural change. "A clear picture evolving is the fact that the cyber-security component securing the digital process can either be viewed as the inhibitor of business or the enabler of business. A clearly defined cyber security strategy evolves with the business and is fundamentally part of the digital transformation process. Our ability to innovate depends on the impatience of our culture, and less security will always result in more convenience and vice versa."
The introduction of digital signatures has allowed for a cyber-security concept to be used as a business enabler, not a 'grudge buy', Peens notes. "By creating and utilising digital signatures, organisations are able to keep up with escalating digital technology demands by simply replacing old-fashioned ink-based signatures with a secure digital process creating digital signatures.
"This simple but critical component responsible for signing off a business process, approving a business loan or agreeing to terms in a contract, or any other business process requiring approval, notification or agreement, ensures business resilience."
Download the full report: Strategy, not technology, drives digital transformation.