Does fragmentation of your systems, processes and teams scare you?

 In Digital Strategy

One of the biggest hurdles in the Digital Journey is posed by fragmentation. Fragmentation of systems, processes, and teams imposes incredible costs on the enterprise to just innovate but even to simply create customer value and drive user satisfaction. Enterprises looking to innovate and dominate the market need to take on the problem of fragmentation head on to build a unified front against their competition, the market and execution efficiencies.

Fragmentation

Fragmentation is defined as the existence of systems, processes, and teams that are not aligned and are not optimal levels of interdependent operations even though they might be trying to service the same customers. Often, fragmentation is dealt with band-aid approaches that can mask the underlying problems and impose high long term costs. Fragmentation prevents an enterprise from reaching high levels of efficiency making their operations and customer value driving initiatives lethargic and less potent.

Spotting Fragmentation

It is not hard to spot fragmentation. Fragmentation can show up as manually delivered value, systems that talk through proxies, processes that require constant monitoring and correction and employees who do routine jobs, repeatedly.

System Fragmentation

Often typical of environments full of vendor delivered software, system fragmentation shows up when two or more, otherwise incompatible applications, have to be combined together in a single business flow. The integration has to be super imposed on top of these systems and this adds another layer of indirection and a potential point of failure.

Process Fragmentation

Process fragmentation requires employees to manually introduce linkages through repeated actions to connect the output of one sub part of the process as the input of another sub part of the process. These situations are often characterized by high frequency and types of manual touch points leading to an inconsistency in the experience and value delivered that depends on the employee assigned to that task at that particular time.

Data Fragmentation

Data fragmentation shows up all systems and applications and processes of a single value generating supply chain producing data that cannot be easily linked together to produce a single, coherent view of the entire value supply chain. When each system/process/application produces data in their own schema (often exacerbated by the fact that each component is built and delivered by a different vendor that can be internal or external), these data sets cannot be easily combined and thus require a much larger investment to transform into something that provides a single, comprehensive, complete version of the truth.

Interface Fragmentation

Interface fragmentation has the most direct impact on customers. Customers who use or purchase many different types of products and services from the same enterprise have to interact with completely different interfaces for each of those products and services. This requires them to maintain several different versions of credentials and manually connect the dots in their overall experience with the enterprise and often are left to explain their needs to multiple, disconnected teams in the enterprise.

Employee Fragmentation

Employee fragmentation is often known as misalignment. Here different employees are disconnected from one another even when working for or delivering value to the same customers. This leads to these employees not having the same understanding of the needs and the state of the customer forcing them to provide a suboptimal experience to the customer. Even if the employees can reach the same understanding of the customer, their ability to strategize and define an execution plan and then execute on it is severely limited and constrained with each of the teams possibly coming up with different strategies and tactics leading to an even more disconnected experience for the customers.

Fixing Fragmentation

Fixing fragmentation requires a concerted effort through the best software, process and interfaces. The first place to start is fixing the problem at the interface level and then working your way inwards to systems, processes, employees etc. Fixing interface fragmenation leads to and forces requirements that ultimately can speed up the addressing of other types of fragmentation in the enterprise.

Complex organizations are often very fragmented with broken, disconnected or manually enabled workflows, processes and solutions. This reduces agility and adds costly errors and delays. The AI Company offers capabilities to address this.

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