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Stage three of the digital transformation journey

Once you’ve taken action on digitising some of your processes, it’s possible to measure the gains and explore the potential for digitising, automating and simplifying other business processes.

Using analytics for improvement

When it comes to further improving your business processes, a data-driven approach can often help to find the most inefficient processes to digitise and can help validate and measure the gains of processes that have already been digitised.

MPS tools (such as user analytics) generate data that can show you how much people are printing and the associated cost. This often reveals some surprising findings, such as a disparity between estimated and actual print volumes; or usage per device across a building or department.

User Analytics

User analytics go a level deeper, showing you who is printing what and when. That can open up opportunities to tighten up security, increase automation and spread printing best practices, or simply monitor print usage to make sure your previous changes are taking root.

Document analytics uncover the story behind users and devices, showing you the role that printed documents and their associated processes play in your organization.

Finally, custom dashboards make sense of it all by consolidating key information in a single, intuitive view and highlighting key trends and findings, so you can make better management decisions without wading through reams of data.

Automating processes

One of the benefits of digital transformation and moving paper processes to digital is the use of workflow automation. Previously made difficult by paper processes often being manual, digital processes can offer streamlined and fully automated business processes, ensuring that everything happens on time and in sequence.

By automating processes with workflows, you can focus on reducing or eliminating human involvement in paper-heavy tasks, such as printing and filing documents, saving time for the employees to work on higher-value tasks and enabling the processes to run more efficiently.

It’s normal for automation to follow on from lower-level changes, including digitising priority business processes (be that in finance, HR, marketing, sales etc.), or from putting in place a basic MPS strategy.

Once the technology is in place, you can evaluate and assess other benefits automation can provide.

In many senses, analytics and data-driven process automation presents ‘quick wins’ or ‘low-hanging fruit’, that is, strong candidates for automating first.

More complex, business-specific processes involve more work and may be better handled in phased stages or as a discrete structured project.

Dealing with resistance to change

As with any change to business processes, there is likely to be some resistance from employees in the company. Whether it’s because people are set in their ways and afraid of the changes or because people don’t trust the processes changes being put in place, it’s something you may find yourself dealing with.

The more wide-ranging your change, the more likely it is that people will resist it.

To deal with and control this resistance, you first need to consider where the resistance is coming from. As fear can be a driver to resist change, it’s important to communicate what the change involves, the drivers, aims and benefits of the change as well as the ‘who, what, when and how’.

Where possible, you need to make the future process changes seem exciting and a step moving forward to make everyone’s life easier,

Here are some points to consider when dealing with resistance from employees in the company:

  • People do what works. Is the new process clearly better? Are there teething troubles to address? Are people trying to work around it, and if so, why?
  • People do what helps. Are people finding the experience of using the new process positive? Have you asked them? Are there functions they have lost, or believe they’ve lost?
  • People do what they want. They don’t like being pushed around, and they like to feel they own the work they do. Have you involved them in decisions?

People will always ask, “What’s in it for me?” So have your answer ready – for example:

  • You’ll be able to get your work done quicker.
  • The new process is easier and simpler to use.
  • There’s less to remember and less that can go wrong.
  • You can do more of what you’re good at.
  • You can now work from anywhere, and you’re no longer tied to your computer and desk.

Beyond clearly communicating the digital transformation process changes, you can use success stories to back up your point. By starting with a smaller inefficient process that people don’t necessarily enjoy doing and then showing the benefits and the time gained from digitisation, people might be likely to approve of the changes.

You can show the success story as a before and after with real people who were affected by the change. For example; In the past, Sue in finance had to spend the last working day of each month approving, organising and filing paper invoices. It could take up to 6 hours. Now, having digitised and automated the process, Sue spends 30 minutes approving the invoices and the automated system does the rest. Etc.

A great way to depict these kinds of stories is through short videos that demonstrate the change.

Disrupting paper with digital transformation

Digital isn’t going anywhere. The sooner companies embrace digitisation and automation, the faster they can improve business processes and operations and take advantage of new and better ways of working.

As outlined in this workbook, digital transformation can be achieved with a four-step process; understand, educate, execute and improve.

When broken down, it can be remarkably simple yet powerful. Starting small with inefficient business processes, building support and buy-in and educating the company on digital transformation can guide you to a successful automation program that doesn’t involve paper.

Analytics are key to understanding which processes can be digitised and especially in terms of disrupting paper processes, MPS analytics can help guide the way.

Not sure what to do next?

If you’re still at the stage of understanding and considering why digital transformation might be right for your company, it’s natural that you might need a helping hand.

Just getting an idea of where to start can be difficult and in the same way people resist change, not knowing what to do can halt you from creating a valuable business case when educating the company on why it’s a step forward.

Xenith is an experienced Xerox partner, specialising in managed print services and digital transformation. We have the tools to get you started and the experience to guide you through your digital transformation journey.

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Assignment Four:

Who is your team for digital transformation?

Identify three potential change champions or senior sponsors, and consider how and why they’d help or support your project.

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Identifying your team and 'change champions' will help you drive digital transformation forward in your company.

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