The value of organizational transformation

This video shows you how to help organizations transform when they implement Pega Customer Decision Hub™. Before diving into the specifics, it is important to understand why investing time in this area is essential to success.

Technology alone does not guarantee success. You can invest in state-of-the-art technology, but if you do so without reviewing the people and processes surrounding the technology, you are unlikely to get the best out of your investment. Similar to upgrading from a horse and cart to a brand new car but then hitching your new car to a horse, you might find that you do not get far!

Again, technology alone does not guarantee success; the synergy between technology, people, and processes drives exceptional outcomes. Organizations must invest in the necessary steps to ensure employees understand and embrace the new technology and optimize workflows and procedures to take full advantage of its features. Organizations can extract the greatest value and achieve sustainable success only through a holistic approach.

The organizational transformation workstream focuses on people and processes in an organization and what must occur to align with the one-to-one customer engagement vision and drive optimal business benefits from implementation with Pega Customer Decision Hub.

So, what kind of questions do you address in this workstream? Hopefully, the key questions are on the tip of the tongue of people affected by or instigating the change in the organization. For example:

• What functions might change?
• How should you restructure and/or upskill/retrain the teams?
• How are new change requests managed and implemented going forward?
• What new features are on the horizon?
• Are you really benefiting from the new Pega Customer Decision Hub solution?
  

As you can see, the organizational transformation backlog of work to complete in a minimum lovable product (MLP) consists of eight main areas of focus and the common approach to tackling these areas.

The foundational subject is mindset transformation, where you work with key stakeholders to ensure that their mindset aligns with their vision and goals for Pega Customer Decision Hub.

Governance transformation involves establishing governance to control the implementation of next best actions in Pega Customer Decision Hub and ensure the balance of customer needs against potentially conflicting business objectives.

With agility transformation, you establish a robust business process to manage Business As Usual change demand from day one successfully, and then potentially scale according to demand.

Transforming the organization involves understanding the resources that are required to run Pega Customer Decision Hub successfully. This process includes learning the team structure, roles, enablement paths, and options for scaling.

For KPIs, reporting, and value measurement, organizations define meaningful success metrics after implementing Pega Customer Decision Hub. This area includes the KPIs, reports, and processes that are required to measure success and determine an accurate return on investment.

The data science stream involves engaging and enabling the data science teams on Pega Customer Decision Hub to help them understand:

• The role of Adaptive Models in decision strategies.
• Data science best practices.
• The tasks that the data science team performs to ensure success.

Channel transformation entails understanding the impact of Pega Customer Decision Hub implementation on delivery Channels. The goal is to drive adoption and success through enablement and potential business process change on the Channels.

Finally, feature adoption bridges the gap between the technical implementation and the structure that is in place for the business transformation workstream. Key product features that Lead Decisioning Architects and Lead System Architects configured now apply to the context of new business processes.

Each area uses a common approach to achieving transformation:

• Step 1: Coming to a mutual understanding of the current business situation regarding the topic.
• Step 2: Presenting best practices on the topic derived from years of implementation experience globally.
• Step 3: Designing a mutually agreed-on future state: a process, team, and so on that bridges the gap between the as-is and best practice or as close as possible to the ideal with sensible adaptations.

Step 4: Defining a plan, including steps to get from the current state to the mutually agreed-on to-be state, to really bring it to life and make it happen.

You have reached the end of this video. You have learned:

• The importance of organizational transformation in achieving success with Pega Customer Decision Hub.
• The definition and focus areas of the organizational transformation workstream.
• The key questions addressed in the workstream.
• The eight main areas of focus in organizational transformation.
• The common approach to achieving transformation in each area.