The day I forgot my wallet – and it didn’t matter

Posted on By Mark Wilson

Yesterday I left the house without my wallet.

Once upon a time that would have been a disaster – but it didn’t matter in the slightest. I had my iPhone. My Apple Wallet held my train tickets and my virtual payment cards, and everything just worked.

At some point, I realised I’ve quietly crossed the line into a world where my phone is my wallet. It doesn’t just hold my payment cards – it replaces the cards I’d need to withdraw cash too. Which raises a question: if physical cards disappear, will we need NFC-enabled ATMs to keep access to cash alive?

The cashless tipping point

According to UK Finance’s UK Payment Markets 2025 report, cards now account for around two-thirds of all payments in the UK. Cash, once king, has slipped below 10% – fewer than one in ten transactions. Over half of UK adults now contactless payments, including both plastic cards and mobile wallets such as Apple Pay or Google Pay.

The Bank of England says cash won’t die out any time soon, but it’s hard to ignore the direction of travel. Every tap of a card or phone accelerates the shift.

Why cash still matters

And yet, we’re not a cashless society – at least, not officially.

The Financial Services and Markets Act 2023 gave the Financial Conduct Authority (FCA) powers to make sure people can still withdraw and deposit notes and coins. Its new Access to Cash Regime came into force last September.

So even as digital payments dominate, the UK is deliberately keeping cash alive – not for nostalgia, but for resilience and inclusion.

Because while most of us can pay with a tap, around 5% of adults still have no internet access, and many more are what Ofcom calls “digitally disadvantaged” – they’re online, but lack confidence or skills.

Cash also serves as a fallback when the technology fails. Power cut, network outage, or card terminal on the blink – the humble £10 note still works.

Emotional value

Then there’s the emotional side.

The Bank of England points out that many people prefer cash for budgeting – physically seeing money leave your hand is more tangible than a number on a screen.

There’s also the matter of privacy. Every card transaction leaves a digital trail; cash doesn’t. For some, that’s reason enough.

The cost question

One argument that keeps popping up is the cost of card payments. Some businesses still cite high processing fees, especially for low-value sales. Others quietly admit that banking and securing cash costs money too.

And it’s rare to find a truly “cash-only” business these days. In a 2020-21 survey by HMRC, only 1% of small businesses described themselves as cash-only.

The “cash only” question

That 1% does make me raise an eyebrow though.

Whenever I see a “cash only” sign, I can’t help wondering whether every pound is being reported to His Majesty’s Revenue and Customs. It’s probably unfair – there are genuine reasons for preferring cash – but the association is hard to shake.

HMRC’s own research shows some tradespeople see “cash jobs” as unlikely to be caught. Maybe that says more about culture than crime, but it lingers in the background.

Should we mourn the loss of cash?

Personally, I don’t think so.

I like the convenience of digital payments, the security of not carrying notes, and the way my wallet has quietly become redundant. The only time I use cash regularly now is at the local market, where some of the traders are cash-only and others just prefer it. Ironically, I still have some euros in my wallet, but rarely any pounds!

But I do think we need to protect choice. A fully digital economy can’t leave behind those who aren’t ready, able or willing to join it.

The regulators seem to agree. Access to cash is now a legal right, even if accepting it isn’t.

Reflection

Forgetting my wallet was a small thing, but it made me stop and think about how quickly we’ve moved from contactless cards to contactless lives. And as much as I enjoy the convenience of paying with a phone, maybe we should all keep a few notes for emergencies.

Transformation theatre: when digital isn’t enough

Posted on By Mark Wilson

I’m not a frequent flyer. Indeed, I avoid flying if there’s an alternative (like high speed rail) but I’ve had a British Airways account for years – probably over twenty. But, when I tried to log in ahead of today’s flight to Dublin, it seemed to have vanished. My PIN didn’t work, the password reset email never arrived, and WhatsApp customer support confirmed the bad news: my account had been closed.

No problem, I thought – just reopen it. Except I couldn’t. The advisor explained that although the account didn’t exist anymore, my email address was still in their system. To open a new account, I’d need to use a different email address.

I told them that I only have one address. Because, frankly, I shouldn’t need to create another just to fit around their IT quirks.

Eventually, the advisor said they’d request my email be deleted so I could open a new account “after a few days”.

In the meantime, I can still manage my booking using just my surname and booking reference – which always feels worryingly insecure. (Fun fact: behind almost every flight is the SABRE system that dates back to 1964).

When transformation is skin-deep

This is a classic example of where “digital transformation” falls short. The airline has done the visible stuff – shiny mobile apps, chatbots, WhatsApp support – but the underlying customer processes are unchanged.

I can interact through modern digital channels, but I’m still dealing with the same rigid, legacy back-end that can’t handle a simple scenario like reopening a dormant account. The transformation has been cosmetic, not structural.

It’s a reminder that customer experience isn’t about channels; it’s about outcomes. If a customer can’t achieve their goal, no amount of digital polish will make it a good experience.

Joined-up journeys, not disconnected systems

On theme that stood out at DTX London earlier this month was the importance of mapping and managing the customer journey – understanding what customers are trying to do, where friction exists, and how internal processes support (or hinder) that experience.

It’s not enough to build another interface. True digital transformation requires breaking down silos, re-thinking workflows, and aligning systems around real customer needs. If the back-end can’t flex, the front-end experience will always be compromised.

The lesson

In the end, I’m sure my problem will sort itself out – BA will eventually delete my old email record, and I’ll open a new account. But the irony is clear: digital transformation done badly just creates new frustrations through modern channels.

Transformation isn’t about adding apps and chatbots. It’s about re-engineering the processes that sit beneath them so customers don’t end up stuck in digital limbo.

Featured image: created by ChatGPT.

Same word, different world: cloud in context

Posted on By Mark Wilson

Almost 15 years ago, the US National Institute of Standards and Technology (NIST) published its definition of cloud computing. It outlined the essential characteristics of cloud, the service models (Infrastructure as a Service, Platform as a Service, and Software as a Service), and the deployment models – public, private, and hybrid. For a while, it felt like the industry had a common understanding of what cloud meant.

Cloud, in this context, is a concept – a way of thinking about how IT services are delivered. We might implement it in different ways, but we’re broadly talking about on-demand computing resources, elastic scalability, and usage-based metering. At least, that was the theory.

Same trend, different lens

Lately, I’ve seen conversations where different groups of technology experts view cloud through very different lenses. One group talks about organisations repatriating workloads from the cloud, while another highlights how they’re helping businesses modernise to the cloud. Both are right – they’re just looking at the same thing from opposite ends.

One sees rising cloud costs and workload suitability questions. The other sees the opportunity to modernise legacy applications and deliver value faster. Neither is wrong. But without that shared context, the conversation quickly becomes disjointed.

It’s perfectly possible – and entirely logical – for a majority of organisations to be moving one or more workloads away from the cloud (e.g. IaaS workloads that are poorly suited, or were not transformed), while at the same time many others are embracing SaaS to modernise their business applications.

Security still matters – even in SaaS

In another recent discussion, a speaker gave a solid presentation on cloud security challenges – configuration management, data protection, identity controls, and the like. Then came a question from the audience: “But what about us in the world of SaaS?”

It was a fair point. But again, it revealed the disconnect. Security considerations don’t go away with SaaS – they just shift. You might not patch servers anymore, but you still need to manage identities, access, and data sharing.

Microsoft explained the shared responsibility model back in 2018. They made it clear that while your provider handles infrastructure and platform security, you’re still on the hook for things like information protection and user behaviour.

Stop the tribalism

This is where it all starts to fall apart. “Cloud” has become such a broad umbrella that it hides the diversity underneath. Infrastructure-, platform-, software as a service – they’re all cloud, but they’re not the same. It’s almost as though we need to begin every meeting with a clarification: which cloud are we talking about?

We need to move past this tribalism. It’s unhelpful, and often gets in the way of progress. When we default to our own perspective – infrastructure vs. applications, on-prem vs. SaaS – we risk talking past each other.

Speak the same language

As technologists, we have a responsibility to be clear. If we’re talking about cloud, let’s define the scope. If we’re making assumptions, let’s surface them. Whether your focus is on platforms, apps, infrastructure or security, the goal is the same: to deliver value through technology.

So next time someone starts a sentence with “cloud is…”, pause. Ask them which bit they mean. It might just save everyone a lot of confusion.

Featured image: created by ChatGPT

Is this really progress? The downsides of the app economy

Posted on By Mark Wilson

A simple plan goes sideways

I should have just phoned the local taxi company.

But no. I listened to my son — who, to be fair, meant well — and took a modern, app-based approach. “Use Bolt,” he said. “It’s just like Uber. I use it all the time.” And that, it turns out, was the problem.

We’re on holiday in Andalucía, trying to get to a nearby village for dinner. I booked the ride through Bolt, selecting a pickup slot between 17:00 and 17:10. The app stressed the importance of punctuality: we had to be outside on time, or the driver might only wait five minutes before cancelling. Fair enough. So at 16:57 we were all standing by the road, ready to go.

By 17:10, nothing had happened.

Then the app admitted defeat. “No drivers available.” Ride cancelled. “WTF? I booked that hours ago”, thought I.

Platform to nowhere

OK, so Bolt has no drivers and our evening plans are in disarray. So I tried Uber. First, it quotes a price. Then it suggests paying extra to “increase the chance of getting a ride”. You know, because surge pricing and nudging people into premium options is apparently what counts as innovation now. Unsurprisingly, that didn’t work either. After taking my money and several minutes of repeatedly trying to get a driver to take the ride, feasting on my iPhone battery and drinking my mobile data allowance, it finally gave up on the cutesey “sorry about the wait” and admitted that there we no drivers available.

So here we are. No car. No ride. No confidence that we’d even get back if we somehow found our own way there.

I did everything right. I booked in advance. I turned up early. I trusted the system.

And the system is broken.

The slow death of a good idea

This is the very definition of enshittification — the gradual degradation of a service as it prioritises growth, then revenue, then cost-cutting. What starts out as a great user experience slowly turns to dust as the platform corners the market and lets quality slide. First they undercut local businesses, drawing customers in. Then they ration supply, push up prices, and shrug when things go wrong.

Talking with my son about his experience back home, and it seems the traditional minicab firms are fewer and fussier — because they’ve been undercut too. Just like high street shops were when Amazon trained us to expect fast, cheap delivery with no human interaction. And what happens when the competition’s gone? Well, you can guess what happens to the prices and service levels.

App-based everything

It’s not just transport or retail. It’s food delivery, hotel bookings, eBooks, music, even how we consume the news. Everything’s an app. Everything’s global. Everything’s slick — until it isn’t.

And I’m clearly not alone in thinking this. I recently reshared a post on LinkedIn that echoed a lot of my frustrations. From self-checkouts to smart homes, booking travel to banking queries, we’ve been sold the idea that technology makes everything easier. But the pattern seems to be this: companies use technology to reduce their own costs — while shifting the work onto us.

We scan our own groceries. We manage our own bookings. We dig through online portals to find PDFs that digitise our paper records. We chat to bots that often can’t help, and fill in digital forms just to get the most basic of services.

Grumpy Old Man

So yes, I may joke about my Grumpy Old Man Syndrome, but the underlying point stands: just because we can do something digitally, doesn’t mean we should. Especially when the “innovation” really just amounts to taking humans out of the loop and putting consumers to work.

Of course, some people prefer the new ways. Not everyone wants to chat with a travel agent or ring up a cab office. For many, the ability to access data and services 24/7 is empowering.

Progress means keeping options open

But what matters most — and what so often gets forgotten — is that there should still be a choice. Because if everything goes digital with no fallback, we risk excluding those who can’t (or don’t want to) play the app economy game.

Maybe I am just an old man yelling at the cloud (service). But the app-based, gig-driven, digitally transformed economy isn’t always a step forwards. The frictionless experience often hides a lot of pain behind the scenes — for drivers, small businesses, and occasionally, for frustrated tourists standing by a road in southern Europe, hoping the app will work this time.

The world is increasingly run by tech bros in California. And we’re all a little poorer — culturally and economically — for it.

Featured image: created by ChatGPT

Post Script

[14/7/25] Yesterday morning, I walked to the local tourist office. I know, really old school! There, I spoke to a really helpful lady, who advised me on local buses and taxis. We called a central number for taxis in the town — no advanced bookings can be made but the first off the rank came to collect us. And we had our evening in the next village. It was lovely.

Monthly retrospective: January 2025

Posted on By Mark Wilson

Last year I tried a thing – another attempt at weeknotes. Weeknotes became monthly retrospectives. Monthly retrospectives sometimes became every two months… and then they dried up completely last summer. I’m sorry. I was busy and, to be honest, this blog is not as important to me as it once was.

But then, an anonymous commenter said that they miss them and asked me to fill the gap to the end of 2024. That might happen (or it might join the great list of unwritten blog posts in the sky), but let’s have another go at the present. So, 31 January, 2025. Monthly retrospective…

At work

Things have really stepped up a gear at work. Last year I started to work on a future vision around which the Office of the CTO could structure its “thought leadership” content. Some important people supported it and I found myself co-presenting to our executive board. The next steps will remain confidential, but it’s no bad thing for me. And, the follow-on work has given me a lot of exposure to some of the marketing activities – my last fortnight has been full of market analysis and ideal client profiles.

But the last fortnight was not just those things. I had the hairbrained idea that, as productivity is is one of the outcomes we seek for our clients, maybe we should “do something for National Productivity Week”. After writing a series of blog posts (see below), and a fun day recording video content with our brand team, it feels like a one-man social media takeover. In fact, we had so much content that some of it will now have to go out next week. But that’s OK – productivity is not just for one week of the year. These are the posts that are live on the Node4 website today:

And the last post, next week, will be about building sustainable productivity approaches.

There are also a couple of videos up on LinkedIn:

And, earlier in the month (actually, it sneaked out on YouTube before Christmas but I asked for it to be pulled for an edit), there was this one. Not my best work… but it did lead to the purchase of a teleprompter which has made later videos so much easier!!!

Learning

Also on the work front, this month I completed my ILM Level 5 Award in Leadership and Management. Node4 runs this as part of a 7-month programme of workshops, with two coursework assignments that relate to four of the workshops. Over the last 7 months, I’ve covered:

  • Developing your personal leadership brand.
  • Inclusive leadership and motivation skills.
  • Managing and implementing strategic change.
  • Developing a High-performance team culture.
  • Manager as a coach.
  • Personal impact and emotional intelligence.
  • High impact presentations.

At home

Home Automation

I bought myself a Shelly temperature and humidity monitor for the Man Cave. It’s Home Assistant compatible, of course, so lets me use cheap overnight energy to stop the cabin from getting too cold/damp.

Also on the home automation front, I picked up some cheap Tapo P100 smart plugs. Like my no-name Chinese ESP32-based plugs, they are a better form factor than my older Kasa HS100/110 plugs so they don’t take space from the adjacent socket. But they lack any kind of reporting for energy usage so I should have got a pack of the slightly more expensive P110 models instead. I also struggled to add them to Home Assistant. They were recognised but wouldn’t authenticate, unless I reset my TP-Link password (which seemed to be the workaround – even if the password was the same)!

Getting away from it all

Aside from the tech, Mrs Wilson and I got away to London for a weekend, to celebrate a friend’s birthday. We were almost blown away by the tail of Storm Éowyn at Primrose Hill viewpoint but had fun (I’d never been before, but it’s in so many films!).

Tomorrow, I’m off to France for the UCI Cyclocross World Championships. Not competing of course (and disappointed that British Cycling is not sending a Women’s team or an U23 Men’s team). Just spectating. And probably consuming quite a lot of beer. And frites.

Writing

There have been some personal blog posts this month too:

In pictures

Some snaps from my Instagram:

Digital transformation is only as good as the supporting processes

Posted on By Mark Wilson

Earlier today, I received a penalty charge notice. I’d dropped my son at the airport a couple of weeks ago – and thought my car was registered to auto-pay the Heathrow terminal drop-off charge. Apparently it’s not, because APCOA wrote to me demanding £80 for my mistake, reduced to £40 if I paid within 14 days (five of which had already passed because they used a slow postal service). Hey ho. It was a mistake. One which I’ll hopefully not make again. It’s annoying though.

It reminded me of another letter on my desk. You see my confusion about autopayment came about because I do have AutoPay set up for the various London charges – Congestion Charge, ULEZ, Dartford Crossing. All the Transport for London (TfL) ones but not Heathrow Airport, it would seem…

A mystery charge based on flawed process

Last month, I was checking the transactions on my credit card and I spotted an extra charge to TfL. It seemed strange so I logged on to my account. My son had driven into the ULEZ one day (which I knew about and expected the charge for), but there was another charge he didn’t recognise.

Our car’s registration is KU07 ABC (it’s not really, but I’ve changed the details enough to tell the story, without publishing personal information). When I checked my online account, it showed a picture of KO07 ABC. But the ANPR had identified it as KD07 ABC. KD07 ABC is not a valid registration, so somewhere, either a human or an AI had decided that the charge should be allocated to our car. I suspect it was either based on the fact that our car had been driven in the ULEZ zone previously, or because someone has to check these things manually and they get very, very bored. Regardless, our Volkswagen Golf was not the Seat Ibiza in the photo.

The cheque’s in the post

I contested the charge and was pleased to get an email a few days later that confirmed my complaint had been upheld, based on the evidence provided (TfL’s own photos from my account). But the part that amused me was this – the refund for this highly automated digital charging process was to be sent in the form of a cheque.

So, I have a very analogue cheque for £12.50, to pay into my account (as it’s 2025, I shall do this with a digital photo), but all as the result of a digital process that doesn’t quite work…

Postscript

A couple of days after I wrote this post, my Nectar card was used fraudulently. Someone managed to spend 1000 points (I think that’s £5) but it wasn’t me.

I contacted Nectar, who stopped the card and will issue another. But the process I had to go through was terrible. Before I could start an online chat session I needed to provide name, card number, and various other details. Then I reached an awful chat interface using Oracle software, which worked in a mobile browser but was in no way optimised for the screen I was using.

The agent then proceeded to ask me for the same details I had already provided. By this point I was very nervous about phishing attempts and reluctant to provide any information. It turned out to just be a shockingly bad process.

Featured image: Traffic sign image licensed under the Open Government Licence version 1.0 (OGL v1.0).

Weeknote 49/2023: Back to work

Posted on By Mark Wilson
This content is 2 years old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

So I’m having another go at writing weeknotes. I think it might even be a mindful exercise and good for me…

I was going to make this “Weeknote 2696” – because that’s the number of weeks I’ve been on this earth (plus 3 days), so it’s not a bad number to use. Then I looked back and realised I did manage a reasonable number of weeknumber/year posts a while back, so that’s the format. I’ll write these on a Friday though, so weekend thoughts will spill over to the next week…

This week’s discoveries/events included:

  • Returning to work after 10 days off, during which I seemed to have forgotten everything!
  • Reinforcing the view that a “strategic discussion about business challenges” with the wrong audience will still end in a conversation about technology. That was even after I’d been clear in the pre-meeting communications, calendar invite, and agenda. Now, I’ll engage the technical team that should have been involved the first time around…
  • Catching up for an overdue virtual coffee with Matt Ballantine (he of the #100coffees experiment), a long time acquaintance whom I now count as a friend.
  • Chatting with Mark Reynolds from Hable about organisational change. That seemed particularly appropriate after British Cycling had emailed me about changes to their coaching framework. It was clearly important to their Learning and Development team but just noise to me, with no clear call to action.
  • Experience of failed digital transformation at Costco, where it appears you can renew your membership online, but it might take 24 hours for the processes in the warehouse to catch up. I made some progress by deliberately crashing and reloading the app. But even then it needed a human to enable my digital membership card. Repeat after me: it’s no good implementing new tech, unless you sort out the business process too!
  • Milton Keynes Geek Night number 46 – at a fabulous new venue (South Central Institute of Technology).
  • Starting to learn about amateur radio, after Christian Payne (Documentally) gifted me a Quansheng UV-K5(8) at Milton Keynes Geek Night. I promised that I would take my foundation exam to get a licence.
  • Taking up the floor in my loft, to expose the heating pipes, to prove to the heating engineers that the pipes are fine and there’s something else in the system that needs to be fixed…
  • Wrapping up the week with a visit to my new favourite local pub (The Bell and Bear in Emberton), with my friend James, for a pint of Marc Antony. This beer appears to have been renamed. It was previously the correct spelling for me – Mark Antony!

Some press coverage

Featured image: author’s own

Weeknote 17/2021: Not yet digitally transformed

Posted on By Mark Wilson
This content is 5 years old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

This week I’ve been struggling to focus but still moved a few things forwards. I also kept bumping up against some bizarre (non) efforts at “digital transformation”, courtesy of Standard Life (abrdn), Costco and the UK Government.

This week’s highlights included:

  • Realising that digital transformation hasn’t reached Costco UK yet – and no membership card means no entry and no shopping:

Looking ahead to the (long) weekend, I have no races to take the eldest teenager to and the weather ins’t looking wonderful. So, just the usual Youth Cycle Coaching on Saturday and, hopefully, some relaxing and pottering at “geek stuff” in the Man Cave…

This week in photos

No Insta’ from me yet this week (maybe there will be over the long weekend) so here’s a Line of Duty meme instead:

Weeknote 13/2021: Project progress and procrastination

Posted on By Mark Wilson
This content is 5 years old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

This has been a short week (with only 3 days at work) but I’m pretty pleased with what I achieved in that time:

  • Publishing the Architecture Toolbox I’ve been working on for a few months. That sounds a bit grand for what’s really just a library of re-usable artefacts but, hey! I finally realised that I can’t do everything (perfection is the enemy of good) so it’s time to let it fly and let others contribute…
  • Starting to get under the covers of a new engagement with a local authority client where we’re carrying out some digital service design. It’s fascinating for me to learn from my colleague Richard Quayle (@RichardSQuayle) around concepts like the locus of control, the negatives of a command and control structure (cf. Edward Deming’s approach), failure demand – and much more as we jointly deliver this Business Consulting engagement.
  • A very insightful chat with a client where we’re looking to engage around an Architecture service. It was refreshing to hear that they find TOGAF too conceptual and want to take a more pragmatic approach around EA on a Page (which I referenced in my post on developing IT architecture skills).

I’ve struggled with procrastination/distraction this week too. The challenges of back to back online meetings are obvious but it seems meetings spaced out through the day can be equally problematic. The challenge is that they leave no time to really get into flow before the next meeting is due.

Anyway, both of these cartoons resonated with me…

(in the week that a the MV Ever Given got stuck and closed the Suez Canal, for 6 days.)

Back in the world of work, Alex (@LyleD4D)’s lateral thinking let me embed an msteams:// link in a SharePoint page, by changing the protocol section of the URI to https://.

Meanwhile, my colleague Richard Kleiser (@ThatRichK) introduced me to this diagram from Dave Clarke, which attempts to visualise the concept of Enterprise Architecture:

And that reminds me of something I meant to mention in last week’s weeknote – Rich Goidel (@RichGoidel)’s Strategy vs. Tactics cartoon, which featured in my Microsoft Catalyst pre-sales training:

I also started to see the direction that motoring is heading in. As electrification reduces revenues from servicing, software will become the next subscription opportunity.

Although it was probably intended as an April Fool, What Two Figures (WTF) pretty much sums up my feelings about What Three Words.

Outside work, the UK’s easing of “lockdown” restrictions saw the return to Caveman Conditioning – training outdoors again instead of over Zoom!

I also completed some online learning around First Aid Essentials in Sport. This is a requirement for my certification as a British Cycling coach but I’ve struggled to complete an approved course during “lockdown”.

A look ahead to the weekend

This weekend will see me:

  • Meeting up with another family for a country walk (something we’ve not been able to do for a while!).
  • Returning to Youth Training at my local cycle club (the first time we’ve been able to run a session since I became a coach).
  • Resuming Cyclist’s Dad/Directeur Sportif duties as my eldest son returns to racing.

It will probably also involve consumption of Easter Eggs (I did buy rather a lot of Creme Eggs this week).

Talking of Creme Eggs, Natalie Jackson (@NatalieDellar) alerted me to this post with “groovy things to do with Crème Eggs“.

And next week…

In addition to celebrating the 49th anniversary of my arrival on this planet, next week will be mostly spent at home including some time doing geeky hobby stuff in the Man Cave. There will also be the final assessment for my First Aid Essentials in Sport certification (which will be interesting over a Zoom call, to which I’ve been asked to bring a pillow and a bandage!).

This week in photos

Digital transformation – it’s not about the technology

Posted on By Mark Wilson
This content is 6 years old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

For the last few years, every IT organisation has been talking about “digital”. Digital this, digital that. “Digital transformation” has become a buzzword (OK, two words), just like “Cloud” in 2010 or “Big Data” a few years later.

But what do we mean when we talk about digital transformation? It certainly caused a stir in my recent team meeting.

To answer that, let’s look at three forms of transformation – Cloud, Business and Digital – and how they build on each other:

  • Cloud transformation is about tools and technology. It’s often IT-led (though it should involve business stakeholders too) and so it’s the domain where us techies are most happy. Often, it involves creating new platforms, using cloud services – Azure, Amazon Web Services, Office 365, G-Suite, Dynamics 365, Salesforce. But cloud transformation is just an enabler. In order to deliver value, business transformation is required.
  • Business transformation is about re-engineering internal processes to better serve the needs of the business and improve the way in which services are delivered. It’s about driving efficiencies and delivering better outcomes, but still focused on the way that a business (or other organisation) operates. Business transformation should be business-led but will often (but not always) demand new platforms and services from IT – which leads back to cloud transformation.
  • Digital transformation relates to the external interface with clients/customers/citizens/students. This is the domain of disruptive innovation. Evolve or become extinct. It’s often spoken about in terms of channel shifting – getting people to use digital services in place of older, more laborious alternatives but, ideally, its complementary, rather than replacing existing methods (because otherwise we run the risk of digital exclusion). Importantly though, it’s no good having digital transformation without business transformation and, like business transformation, digital transformation should be business-led.
Cloud, Business and Digital Transformation

Let’s take an example of digital transformation: when my bins were missed from a council waste collection, I logged a call via my local council’s website, which created an incident in a case management system and within an hour or so the bin lorry was back in my street because the driver had been alerted to the missed collection on his in-cab display. The service was excellent (OK, there was a mistake but it was quickly dealt with), the resolution was effective, and it was enabled using digital technologies.

But here’s another example. When I was held up in the neighbouring county by some defective temporary traffic lights at some roadworks, the local authority‘s out of hours phone service wanted me to channel shift to the website (not appropriate when driving a car). It also couldn’t cope with my problem – the out of hours phone service ended up at a random mobile voice mailbox. In the end, I called the Police on 101 (non-emergency) when really some basic business processes needed to be fixed. That shouldn’t necessarily require a technical solution but digital transformation of external services does rely on effective internal processes. Otherwise, what you have created is a shiny new approach on the outside, with the same clunky processes internally.

Hopefully this post has helped to describe the differences between cloud, business and digital transformation. But also consider this… digital transformation relies on business transformation – but not all business transformation needs new IT… the important thing is to identify the challenges being faced, the opportunities to innovate, and only then consider the platforms that are needed in order to move forwards.