GLOSSARY
Digital transformation
Digital transformation changes business processes, collaboration or business models through digital technology. Its economic value emerges in the resulting workflow. Objectives, responsibilities and capabilities must fit together; introducing a tool is one part of that change.
When faster proposals create a new bottleneck
An AI tool may help a sales team prepare many more proposals. If every draft still requires the same specialist’s approval, a queue builds at that point. A volume bonus may also encourage representatives to submit more poorly qualified opportunities. Faster drafting then increases review work and delays important customer decisions.
A workable change starts with the desired outcome: more reliable commitments, better prioritisation or less time to an approved proposal. Decision rights, training and feedback from specialists and customer conversations all matter. Metrics and incentives need to support the resulting process.
Evidence from everyday operations
A bounded pilot should capture processing time, clarification requests, errors and the workload of each role involved. New work for IT, privacy specialists or managers also counts. The baseline needs comparable customer groups and tasks. Observed results can then support an assessment of economic value. A technically functioning workflow may still be unsuitable for the organisation, requiring an explicit decision from an accountable owner.