We help you become a digitally oriented and data-driven organization.
Digital transformation is a necessity for any organization that wants to remain competitive and not lose market share. There are countless digital opportunities to take advantage of that can bring you additional customers, save costs and give you more satisfaction from your efforts. The arrival of AI gives this an extra boost.
Whether you like it or not, the time for digital transformation is now.
Sevendays' expertise helps organizations in every sector in the field of digital transformation. We are the partner you want at your side from strategy to optimization to implementation.
We go further than just using new software or hardware; we go through the mud to achieve fundamental changes in the way your organization works, does business, and delivers value to your customers.
Not every innovation leads to an improvement. As a company, you must first find the right bottlenecks before you can determine the right strategic course.
We discover together:
What are the big trends shaping your market?
Which problems are worth solving? We provide inspiration, workshops and cases.
What properties and assets do you have as a company?
How can we respond faster and more flexibly to customer needs?
As an organization we have data available, how do we use it now and what is its value?
How fast do you want to go?
Is your organization future-proof?
We develop solutions to problems that are worth tackling. We present this with pitch sessions, design sprints and POCs (proof of concepts).
Digital transformation is all about a mindset shift: it is a process to optimally use the opportunities, expectations and possibilities of digital solutions, so that you as an organization can be flexible and adaptive.
This agility enables you to (continue to) respond to the ever-changing needs of your customers in an innovative way.
The digital ambition in itself should not be the starting point. Technology is merely a means to achieve and exceed the organization's objectives.
For a successful transformation, it is crucial to pay attention to all these facets:
the human aspect
operational processes
infrastructure
customer relations
We tend to come up with ideas and solutions right away, without taking a step back and thinking deeply about the problems themselves.
So you must clearly define the pain point, set a realistic goal and dare to let go of a previously chosen solution.
So ask yourself the questions:
How can we respond more quickly to the (future) demand of our customers?
We have large amounts of data available, but what do we actually do with it (both internally and externally)?
Can technology help us in any way to streamline our business operations/processes?
Can a connection between the separate tools we already use help our windshield?
Can we liquidate systems or save costs by using other systems?
When a problem is stated, people jump far too quickly to “ah, we will implement that system to solve that problem” (often by IT departments).
One consequence is that in addition to investigating the real problem, many companies become dependent on huge 'suites' of classic platform providers. A combination of large CMS systems or DXPs, extensive commerce packages and extensive marketing packages are more the rule than the exception.
It does contain a lot (too much?) functionality integrated, but it is also expensive. And do all these functionalities match what your organization and your customers need?
We see organizations paying licensing fees for software suites of which barely 20% of the functionality is used.
The implementation processes are also very intense and long, where we regularly see organizations drop out but have to serve out their closed license period, which is often 3 years...
So the pitfall here is clear: only focusing on technology and innovation without making a solid business case for it.
First look at what your customer needs and what the customer experience should be and then determine the requirements and capabilities. The system is not leading, organizational objectives and user needs are. You use that information to build a business case - and then the technology follows.
Installing beautiful tools that are not used afterwards: you want to avoid that.
Be sure to give this step enough attention to correctly deal with internal resistance to the change, there will be colleagues who:
have difficulty adapting to new practices and technologies and feel uncertain about their ability to use the new tools effectively. They prefer to stick to the old processes.
are skeptical about the added value of yet another system
fear that using a new tool will limit their creative freedom and force them to focus on just the data-driven approach.
How do you make it clear that innovation is good for every individual and the organization?
Create a clear vision and strategy. Communicate this vision to everyone involved in the organization so that they understand where the change is going and why it is important.
Involve stakeholders from the start. For example, organize workshops, brainstorming sessions or focus groups in which they can give their input and express their concerns.
Listen to feedback. And actually take this into account when designing the digital transformation.
Encourage employees to share their ideas and suggestions. Provide an environment where new ideas are valued.
Provide training and support. This increases confidence and acceptance of the change.
Show successes to the entire organization. This can motivate and inspire others to actively contribute to the change.
Digital transformation is about continuing to take steps and not standing still for too long.
The world is constantly moving, so as a company you will also have to keep moving.
A high degree of complexity is often doomed to failure or it can take years before it produces (visible) results. Therefore, focus on your relatively small parts. Think of a specific customer request, ambition or activity.
You will soon achieve something tangible that will lead to change.
Successful digital innovations arise from experiments and testing. Look at data and the interaction between your digital product and the end user. This way you discover what works - and especially what doesn't.
By testing as early as possible, you prevent wrong choices, save a lot of time and money and ultimately you have a solution that does not properly meet the needs of the target group.
It is not enough to completely delegate the digital transformation to an external strategic partner. A digital transformation must be supported and driven by the organization itself, it is much more than 'just building something'.
The expertise of your external partner provides support for:
a fresh look at your organization and new perspectives
identifying opportunities and challenges that are overlooked internally
to critically question matters that may be sensitive within the organization
creative solutions outside the framework of your own organization or industry
A digital transformation is ultimately an internal change process. It is a mindset, not a project that we start and complete. You don't do it just once, but continuously.
It is something that must be anchored in an organization and actively adjusted.
