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Six Major Practices of Digital Operations Strategy for Thales Australia

Discuss about the Digital Transformation In Defence Sector.

The digital operations strategy are defined as incorporating technology and analytics to deliver digital insights and real time analysis through connecting digital workforce. The digital operations is a newly developed strategy for organizations in a current scenario (Ross, Beath and Sebastian 2017). The digital operations are useful in current scenario to grow organization economically. The implementation of digital operations strategy are applied to Thales Australia to improve its business and achieve competitive advantage. Thales Australia is a private defense company analyzed to implement digital strategy to improve its organizational purposes (Australia 2017). The security purposes are often vulnerable to various risks and issues. Hence, the digital strategies to develop the organization to industry 4.0 is necessary to improve the security purposes across the country.

The digital operation strategy will help to provide greater agility, new innovations and speed to the organization. The improved customer intimacy will be able to achieve through digital operation strategy without any hassle (Yeow, Soh and Hansen 2017). The costs are also subsequently reduced to regularly maintain and update the working process of Thales Australia. The digital operation strategy has six major practices that should be adopted in Thales Australia. The first two are redefining of digital meaning to the organization and appointing an experienced executive to develop the digital operations strategy. The next two are focusing on capabilities of platform and investing in digital technologies (Nadeem et al. 2018). The last two are building and optimizing agile delivery and prioritization of talent acquisition and retention.

Several type of issues are related to the implementation of digital strategy and some of the issues have been listed below:

  1. Cyber security is of greatest concern. In the age of information the cyber security or the cyber-attack is of greatest concern.
  2. The additional increase of the budget is also responsible for transformation of the enterprise from traditional strategy to digital strategy.
  3. Incurrence of the high cost required for setup.
  4. The adaptation of various digital strategies in different kind of industries in getting of accurate as well as in timely manner is very much difficult and this is responsible for posing a high risk along with damaging the factors. This factors would pop up if it fails in achieving the level of precision.
  5. The digital strategy is greatly dependent upon the data which are provided at the initial stage and in case if the data is bad then it might lead to results which are totally undesired.
  6. Whole world consists of diverse kind of languages as well as culture and in this context devising a global digital strategy by an enterprise poses a huge amount of challenge.
  7. Online marketing which is a part of digital strategy consists of high cost

The key priorities that Thales Australian organization should focus to improve their overall organization’s working operations are as follows.

Soft skill approach- The first priority is to implement soft skill approach in the organization. The soft skill methodology will help to analyze the overall operations and functions of the organization. This will result in understanding the acceptance of employees towards different digital strategies and it will help in training strategies for employees.

New market innovation approach- The second priority is to implement innovation strategies for the organization. The new market innovation strategies will help to add marketing strategies including cost related approach and infrastructure improvement in the organization. This will help to provide strategies for the overall development of the organization.

Key Priorities for Improving Organizational Purposes

Feedback of the consumers- The third priority is to implement strategies for the needs of feedback of the consumers to develop digital strategies in the organization. This will helps to grow the company effectively and efficiently through analysis of current market scenarios. The feedback provided by the customers for the services from Thales Australia is helpful in analyzing to implement strategies.

The structure of the road map is the three chosen areas of current operation in Thales Australia where the implementation of digital operations strategy will be described. The road map of the selected areas will be determined through various aspects. They are focus of the area, strategy comparison with existing competition, required capabilities, required management systems to build to support the implementation and implications of new management systems.

Focus is on

The broad aspirations are goals for the employee training of current operations in the organization are that employee must be trained to develop new skills to sustain in the digital age. The focus is on training employees to develop a more sophisticated workplace for them and their professional growth.

Comparison of strategy with the existing competition and capabilities needed

The strategies and capabilities for employee training of current operation in the organization that are required to win against the competitors are as follows.

Establishing program goals and objectives- The establishment of program goals and objectives to improve the employee training are initiatives that should be taken into account. The initiatives are assessing employees based on their interest in learning different digital technologies and encouraging employees to learn digital technology to meet their goals and objectives (Bones and Hammersley 2015). The other initiates are monitoring the success of employee training as the training begins and enabling them to upgrade from easy to hard training procedures.

Selecting the right staff training software- The selection of right training software will be helpful in providing training to the employees. The two major elements for training the staff are content authoring tool and deployment methods. The content authoring tool is a software which provides creation of e-learning courses for engaging employees (D'Cruz 2017). The deployment methods is deploying of the learning contents in the learning process of employees.

Creating personalized experiences for engaging employees- The engaging of employees in the organization will be done through inspiration from modern e-learning devices. The follow up of guide to engaging employees through tips and tricks and boosting performance (Hess et al. 2016). The building of concept through capturing employee engagement experiences. The experiences must be used to improve the learning progress of employees.

Roadmap of Selected Areas

Delivering training to employees at right time- The training must be provided just in time and prior to technology implementation that will be helpful to develop better understanding and learning of technology (Weill and Woerner 2015). The push messages should be triggered in the software packages that comes with the digital technologies. This will help, if an employee stuck in between then they can pull themselves from the training or training is pushed to them.

Tracking and improvement- The only training of employees is not enough as it also needs to be tracked and improved as required (Evans 2015). The continuously evolving and improving learning programs must be checked and its effectiveness must be evaluated to make decisions on how to make the training better. This can be done through reviewing online quiz, feedbacks from employees and measuring consumer satisfaction.

Built a management system that support the proposed implementation and its implications

The management systems need to be built to support proposed implementation and its implications are as follows.

The first one is alignment of training with direct need for business that should be built as only the training is not sufficient to achieve the digital strategy. This is because the training is not sufficient to solve several other problems such as job design, compensation systems or workforce motivation (Benady 2014). This will result in achieving a more focused objective for the organization. The second one is online training for employees that training of employees are often costly and hence building of online training sessions is necessary. The friendly working environment with online session is important for Thales Australia. Thus will result in a more focused learning among employees with enthusiasm to learn new things. The third one is mobile learning and on-demand training that should be built to provide flexible way of learning to employees (Kerschberg 2017). This will ensure that employees are not constraint to a fixed way of learning that sometimes add burden on them. Thus on-demand training and mobile learning will result in flexible learning of employees. The fourth one is blended training that need to be built in Thales Australia. This will allow employees not only learn from online platform but also gain knowledge and experiences from practical learning (Aghina et al. 2018). This will result in employees gaining theoretical training along with practical training will improve Thales Australia operations.

Focus is on

Thales Australia need to focus on the infrastructure of the organization with supporting elements that power the growth of the business. It is a challenge for an organization to adapt the Information Technology infrastructures through which the need of the organization evolves. Digital transformation has enable to innovate the business model. If the advantage has not been taken for the new possibilities. It is not inevitable that competitors would do so. It is still unclear the way to set up the Information Technology organizations and develop the tools that are required to manage the digital information.

Capabilities Required to Win Against Competitors

Comparison of strategy with the existing competition and capabilities needed

There is an uncertain change in the Australian market as Thales Australia market is subject to economic future and digital business change. With the transformation of the business infrastructure, Thales Australia adapt the realities of the new market. It delivers the agile foundation for a digital transformation. With the development of the infrastructure the company can remain competitive in the marketplace (Catlin, Morrison and Strovink 2017). It is very important to understand the market competitors. It is very risky to plan an infrastructure without understanding the competitors in the market. Through research the Thales Australia organization can plan some changes in their infrastructure which in return will prevent the business from left behind among the competitors. It is better to analyze what the competitor do to improve their infrastructure and receive the information to improve their own infrastructure (Souza, Kauffeld and Oss 2017). Taking inspiration from the competitors and being critical for the own organization can help the company to be more competitive.

Almost all the organization are engaged in transformation of the infrastructure. The study shows that the services and technologies are the most important in the production today. It is a belief of almost every organization that digital transformation is real and is still in progress. About 40 % of the organization are digitally transform to its earliest pilot phases and 45 % are transformed their infrastructure to digital (Snabe and Nanterme 2017). All sizes of organizations are trying to take advantage of the digital strategy. Most of the organization are embracing their digital future. Technologies-services extract useful insight and often provide better position in order to win the professional battle with their skill.

Information Technology operations management production is 60 % of the businesses which has been compare with 40 % of the organization (Australia 2016). The Information Technology professionals have some or all of the capabilities that has support the platform strategy. Digital transformation of the infrastructure maximizes uptime and scalability. The infrastructure of the organization has the capacity to handle and deliver new services. A distinctive expert is required that develop digital channels and offering successfully.

Built a management system that support the proposed implementation and its implications

The data and analytical platform has data management and analytical capabilities. The platform of Internet of Things provides analytics, connectivity, and integration which has capabilities to control, monitor and optimize the operation of Internet of Things. The assessment provides a roadmap of investment and align the infrastructure with the need of digital enterprise (Kane et al. 2015). However, infrastructure assessment has an automated tool to speed up and simplify the process.

Management Systems to Support the Proposed Implementation

For a digital infrastructure transformation, information management system is the key implications for the infrastructure transformation. It contains Enterprise Resources Planning (ERP) and other core operating system. Presently, the fact is that majority of the organizations are engaged in transformation. Infrastructure transformation is the ultimate goal of Thales Australian organizations (Tiago and Veríssimo 2014). The Information Technology teams take other operational factors whose infrastructure elements reside in the data center. The capabilities of the networking ensue that the internal users have the access to their services, with secure and quick data.

Focus is on

The focus is on improving the return on investment of the stakeholders in Thales Australia. The various processes among stakeholders inside and outside Thales Australia is the overall achievement through the implementation of digital strategy on return on investment of the stakeholders.

Comparison of strategy with the existing competition and capabilities needed

The stakeholders in Thales Australia consist from employees to customers and hence the digital strategies should be implemented keeping in mind the different stakeholders. They are as follows.

Establishing fundamentals- The establishment of fundamentals for stakeholders involve implementation of social components, inventory digital and capabilities of analytics (Kiron et al. 2016). This results in creating planning for return on investment of the stakeholders to provide an insight of contribution in the development of organizational function and what they are getting in return.

Business case formulation- The business case formulation to improve the strategic goals and objectives of stakeholders. The business case helps to determine the overall business problems related to stakeholders of the organization (Matt, Hess and Benlian 2015). The business problems will be addressed such as measurement of various areas, identification of various required resources and engaging stakeholders.

Evaluating any gaps- The different areas are analysed to understand the gaps in the organization that will help to improve the stakeholder’s engagement in the organization. The gaps are evaluated in the stakeholder’s engagement to understand the organization’s overall performance. The evaluation of gap will result in improving stakeholder’s engagement where they will not only get insight of what they are getting in return of investment.

Setting specific goals for different stakeholders- The specific goals must be set to improve the speed and transparency in the return of investment of the stakeholders. The specific goals will help to achieve the overall performance of Thales Australia as each and every stakeholder will contribute its ability to improve the functions of the organization (Kerschberg 2017). This will result in accomplishing the goals and objective of the organization.

Analysing present communication channels for different stakeholders- The different communication channels are analysed to achieve the interaction among different stakeholders. This will help to make better interaction among the stakeholders to achieve a common goals with improved collaboration and corporation (Snabe and Nanterme 2017). This will lead to better communication among the different stakeholders through present communication channels.        

Built a management system that support the proposed implementation and its implications

The management system along with its implications to build for implementation of digital strategy for return of investment of the stakeholders in Thales Australia are given as follows.

Communication- The communication should be done properly among the stakeholders as this will help in achieving effective goals and objectives. The effective communication will open up boundaries for sharing feedback and opinions to improve the organizational performance.

Early consultation- The early consultation is important to improve the further approaches of stakeholder engagement in the organization. This will help in improving the approach towards the overall performance of Thales Australia (Hess et al. 2016). This will thus result in prevention of any further risks.

Planning- The planning is necessary to build to make the digital strategy approachable and effective in executing further performances of Thales of Australia. The planning will result in increased benefit of the organization’s performance.

Key relationships- The stakeholders are bound together due to trust as it will help them to improve their performances (Kane et al. 2015). The relationships are important among stakeholders in the organization as it will help to achieve better decision making and problem solving.

Managing risk- The risk must be managed as involvement of stakeholders sometimes poses challenges and it must be mitigated. The risks should be managed to maintain the overall performance of Thales Australia.

Taking responsibility- The responsibility should be built to improve the overall performance of Thales Australia as it will help to provide better interaction and engagement. This will result in better clarity of the organization.

Conclusion

The above implementation strategies confirms that to improve overall performance of Thales Australia, it is necessary to follow the implementation strategies. Thales Australia that is a company involved in research and development for defence services. Thus the organization needs improved and effective implementation strategies to accomplish the overall performance of the organization. The implementation strategies needs an analysed and evaluated formulation to achieve the desired goals and objectives.

The three areas chosen for implementing digital strategies in Thales Australia organization are employee training, infrastructure improvement and return on investment of the stakeholders. The three chosen areas are selected as per the recommendations provided in the previous report on operations strategy and industry 4.0. The three chosen areas will help in infusing industry 4.0 in Thales Australia. The first chosen area is employee training is needed to support the organization as employees are the most important part of the organization. The employees are the primary aspect of the organization and hence their proper learning and understanding of digital strategy is important. The implementation of digital strategy in employees training will improve the overall performance of the organization. The digital operations strategy implementation for employee training provided in this road map are important and valuable. They provide the deep analysis of employees concerns which are required to be solved. This is important to enhance the working process of employee in the organization.

The second chosen area is implementation of digital operations strategy for infrastructure that shows how the implementation of digital operation strategy in infrastructure improving. The implementation of digital strategy helps to improve infrastructure as infrastructure is another important part of the organization. The organization is majorly depended on infrastructure and its improvement will ensure improvement of overall performance of the organization. The infrastructure requires different capabilities and management systems. The capabilities are important to assess the effectiveness and efficiency of the improved infrastructure in the organization. The infrastructure is important as it forms the basis of working process of Thales Australia. The managing of infrastructure requires different prospects as they are not only managed to improve the infrastructure but also maintenance is done to improve the infrastructure in future environment.

The third chosen area is implementation of digital operations strategy for return on investment of the stakeholders. This is required to maintain the overall performance of the organization along with external entities taken into account. The stakeholders are employees, customers, government, financial partners and other stakeholders. The stakeholders are important to manage and maintain the organization in every possible way. The implementation of digital operations strategy is required for maintaining stakeholder’s engagement with the organization internally and externally. This helps to ensure the competitive advantage of the organization in the current market. The stakeholders are different and their contribution in the organization externally and internally are different.

Thus, the implementation strategy provides a brief understanding of how digital operations strategy is implemented in the organization to improve the overall performance of Thales Australia. Thales Australia should adopt this road map to ensure its overall, performance achievement in the current market.

References

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Australia, T., 2016. Digital Transformation in the Defense Sector Requires New Reality | Thales Group. [online] Thalesgroup.com. Available at: https://www.thalesgroup.com/en/worldwide/magazine/digital-transformation-defense-sector-requires-new-reality [Accessed 8 May 2018].

Australia, T., 2017. Thales regroups its digital assets and appoints new talents | Thales Group. [online] Thalesgroup.com. Available at: https://www.thalesgroup.com/en/worldwide/group/press-release/thales-regroups-its-digital-assets-and-appoints-new-talents# [Accessed 8 May 2018].

Benady, D., 2014. [online] Theguardian.com. Available at: https://www.theguardian.com/media-network/media-network-blog/2014/sep/29/technology-changing-marketing-digital-media [Accessed 8 May 2018].

Bones, C. and Hammersley, J., 2015. Leading Digital Strategy: Driving Business Growth Through Effective E-commerce. Kogan Page Publishers.

Catlin, T., Morrison, C. and Strovink, K., 2017. A strategy for a digital age. [ebook] McKinsey & Company. Available at: https://www.mckinsey.com/~/media/McKinsey/Industries/Financial%20Services/Our%20Insights/A%20strategy%20for%20a%20digital%20age/A-strategy-for-a-digital-age.ashx [Accessed 8 May 2018].

D'Cruz, M.D., 2017. Digital strategy: Purpose, positioning and process of development (Doctoral dissertation, Queensland University of Technology).

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Hess, T., Matt, C., Benlian, A. and Wiesböck, F., 2016. Options for Formulating a Digital Transformation Strategy. MIS Quarterly Executive, 15(2).

Kane, G.C., Palmer, D., Phillips, A.N. and Kiron, D., 2015. Is your business ready for a digital future?. MIT Sloan management review, 56(4), p.37.

Kerschberg, B., 2017. Forbes Welcome. [online] Forbes.com. Available at: https://www.forbes.com/sites/benkerschberg/2017/03/01/how-digital-disrupts-operations-and-business-processes-as-well-as-customer-experience/#23b0539d5466 [Accessed 8 May 2018].

Kiron, D., Kane, G.C., Palmer, D., Phillips, A.N. and Buckley, N., 2016. Aligning the organization for its digital future. MIT Sloan Management Review, 58(1).

Matt, C., Hess, T. and Benlian, A., 2015. Digital transformation strategies. Business & Information Systems Engineering, 57(5), pp.339-343.

Nadeem, A., Abedin, B., Cerpa, N. and Chew, E., 2018. digital transformation & digital business strategy in electronic commerce-the role of organizational capabilities. Journal of Theoretical and Applied Electronic Commerce Research, 13(2), pp.i-viii.

Ross, J.W., Beath, C.M. and Sebastian, I.M., 2017. How to develop a great digital strategy. MIT Sloan Management Review, 58(2), p.7.

Snabe, J. and Nanterme, P., 2017. Unlocking Digital Value to Society: A new framework for growth. [ebook] Switzerland: World Economic Forum. Available at: https://reports.weforum.org/digital-transformation/wp-content/blogs.dir/94/mp/files/pages/files/dti-unlocking-digital-value-to-society-white-paper.pdf [Accessed 8 May 2018].

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Weill, P. and Woerner, S.L., 2015. Optimizing your digital business model. IEEE Engineering Management Review, 1(43), pp.123-131.

Yeow, A., Soh, C. and Hansen, R., 2017. Aligning with new digital strategy: A dynamic capabilities approach. The Journal of Strategic Information Systems.

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