case study | DATA & ANALYTICS
pursuit of the perfect pride
So much more than another tech buzzword, digital transformation has become a crucial means of modernising and driving our business forward to explore new opportunities and pursue growth. This means transforming our entire business from the inside out.
S
peed of change requires a substantial shift across all aspects of the business, from sales and marketing
through to manufacturing, finance and HR. For the teams, bringing our internal operations into line with our external image as a premium lifestyle brand is a fundamental part of achieving our overall vision. As with many
ARTICLE BY
JONATHAN PARSONS HR DIRECTOR
TRIUMPH MOTORCYCLES
A dedicated Business Change team is tasked with securing buy-in and bringing people
Te future role of data and analytics is integral within our ongoing digital transformation, and typifies the increasing future importance of technology in supporting the HR function and wider business.
along, ensuring they’re on board with the
overall vision and helping them to adjust to the new systems
In approaching this, we first had to recognise that while technology was crucial as an enabler of change, the digital transformation must be people-focused first. Culture is one of the key barriers to any transformation project. Having spoken to a number of other automotive manufacturers as part of our research, we decided to create a dedicated Business Change team tasked with securing buy-in and bringing people along, ensuring they were on board with the overall vision and helping them to adjust to the new systems. This team also analyses how jobs will change, and pinpoints where retraining is needed. A key part of the Business Change team’s remit is to be very clear on the relationship between technology and people. While technology is fundamental in enabling the best customer experience, and encouraging the best talent into the company, we believe that its role is to enhance people’s potential, rather than replace it.
other companies, we use a lot of manual processes in our internal operations. Data isn’t always connected, which can result in limited visibility, and minimal scope for the kind of in- depth analysis and insight we need to move closer to our customers and shape our future strategy. Against this backdrop, one of the first stages of our transformation is to reinvent our internal processes to support closer customer and stakeholder relationships, so that we can gain greater insight and react faster to changes, a key part of which was overhauling IT systems.
If you came to look around our production facilities, you would see people building bikes aided by technology, rather than the other way around, which is what you expect when purchasing the majority of premium products. Our ethos is that computers and robotics can contribute to the creation of a fantastic product with laser precision, but human contribution ensures that the passion of the brand is encapsulated into the product and that it is beautiful looking. Our model is much more of a partnership than you might see in a highly automated factory. Similarly when it comes to new technologies such as AI, we see its value in the future as replacing the transactional content of jobs, allowing people to work on more engaging, value-add tasks.
To underpin our transformation, we are replacing our legacy systems, integrating supply chain, customer relationship and human capital management applications on a single platform.
48 | thehrdirector | MAY 2019
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