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By Vatsal Jain

Digital transformation is the process of leveraging digital solutions and buoying up capabilities to develop a future-ready leading-edge digital business model. Today, it means the shift from manual and analog procedures to digitized ones in every facet of the business – ERP, supply chain, customer service, and operations. Basically, digital transformation helps enterprises and other entities ensure better results by connecting places, people, and things.

However, digital transformation professionals encounter huge challenges with regards to implementing the sorts of changes that are imperative in a bid to make that digital leap. Let’s delve into some of the key challenges to digital transformation.

Underprepared Analytics Systems: There is more data to gather than ever, and failing to gauge the exact ones can seriously fall flat. Legacy analytics systems may not be up to the mark.

Organizational Resistance: The repercussions of resistance to change manifest themselves in a myriad of ways. Digital projects crucial to a business’s future success can face troubles getting financed, resourced, or commercialized. They have to justify the ROI to an irrational degree of certainty, and even go through endless legal scrutiny.

Skipping Customer Journey Considerations: Not having a clear vision for a digital customer journey is like hitting the road without any destination.

Conventional Business Models: Businesses depend on a product and ethics that have driven their survival till yet. However, at times, that legacy can be more of a liability than an asset.

Having said that, the core issue regarding digital transformation is the rigid technology stack and development process. Effective digital properties nearly always iterate to success through the test-and-learn method – where new attributes are being frequently added, measured, adjusted, and truncated, as per the customer feedback and usage data.

However, it is not feasible to follow this method if the development process of an organization consists of quarterly release cycles.  Using robust technologies and processes that promote frequent – if not continuous – integration and product deployment are crucial behaviors that trigger efficient digital outcomes.

To deal with these challenges, several IT companies are rethinking their centralized and standalone models of quality assurance (QA) and are shifting towards incorporating the software development supply chain into the business. Digital companies were the early birds, with the aims of enhancing efficiency and decreasing time-to-market.

By imposing complete lifecycle automation and executing the Agile/DevOps concept, QA companies can produce right-on-time process enhancement metrics and set up consistent feedback and learning techniques that scale down errors and improve time-to-value, bringing up digital assurance from a vague objective to a data-led reality.

Digital Assurance as Cornerstone of Digital Transformation

Digital assurance incorporates functional, performance, and security testing. Also, it offers the speed of software delivery in a constantly growing ecosystem that digital businesses strive for. Given the rising customer demand and expectations, the new-age user experience change has compelled companies to test software apps with digital assurance utilizing user experience.

Catalyzing Digital Transformation with Digital Assurance

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In order to deliver digital assurance, QA organizations need to follow the following steps:

Better Impetus on Smooth Automation

Companies should automate all “wait” time operations throughout the lifecycle to curb expenses and time-to-market. To shift toward this goal, businesses should recognize the areas that can be entirely automated and integrate them throughout the software development lifecycle, including test design automation, requirements modeling, regression automation, test data automation, non-functional automation, and service automation.

Once these independent tracks are automated, the focus should move to automate interfaces that achieve the following:

  • Implement automation to compile and create applications without human efforts
  • Offer uninterrupted integration for developers to integrate code in a single repository several times per day
  • Allow constant delivery to make every minute change releasable
  • Provide release automation to package and deploy code

Switch to Pro-active Error Management

The QA function must change from a “project-centered” approach to a competency-based one. Instead of serving as a tool of measurement, QA has to anticipate the subsequent code quality, with the help of measures applied to products, people, profiles, and processes.

To establish a fault-prevention capability, QA organizations must extensively of root-cause analysis such as examining the interrelation between fault occurrence and distinctive variables. Intelligent process automation (IPA) and autonomic computing will also help drive this transformation.

Setting up Competency Centers

In line with accomplishing outcome-centered models, companies are accelerating towards transmuting conventional testing centers of excellence (TCoE) to competency centers. These centers can zero in on domain proficiency apropos of the lines of business, lifecycle automation capacities, and non-functional capacities including, performance, and usability. Such a change will accent for the upskilling of QA experts to enable their efforts in the competency center.

Intelligent Product Lifecycle Management

Intelligent lifecycle platforms enable users to decode the ever-changing behavior of a particular software application into the tiers of a well-abstracted framework, providing quick information into the fault prediction, requirements traceability, and data and infrastructure requisites. This will help in reducing, and even warding off the wait time. The stepwise integration of QA with the software development lifecycle will instill applications with the capability to self-heal and self-train, thus curbing the need for QA over the years ahead.

Moreover, QA accents for channels that offer a comprehensive view of quality, combining both systems of record and systems of engagement. The constituents of various stages of the software development lifecycle – programmer, analyst, architect, and tester – require specific views and capacities to steer their actions. The intelligent platform should offer the necessary authority to allow seamless delivery.

Blending CX Analysis with QA

In this phase, the focus will switch from application testing to customer experience testing. The effort will be done on mimicking real customer scenarios, and not only the applications, gadgets, or platforms being analyzed.

This implies QA companies should focus on traditional test assets as well as the sort of testers needed, as per the geography, demographics, and culture available when needed to replicate real-world scenarios. Equally significant are the channels that assist QA to organize the behaviors of these on-demand testers.

Advantages of Digital Assurance

The benefits of digital assurance are as follows:

  • Focus on preventing and not simply spotting anomalies
  • Better stability by deploying top-of-the-range processes
  • Top-notch quality at all steps from digital test strategy to execution
  • Enhance customer centricity; ensure CX sleekly across platforms, channels, and devices
  • Speed up growth in digital profits and revenues
  • Step up go-to-market speed with automation strategies
  • Improve flexibility to shore up or scale down to fulfill business objectives

Going Forward

To ride the present wave of digital transformation and stay competitive and agile going forward, organizations need to constantly monitor their ecosystem for change. Also, they should test legacy business practices, guesswork, and other cognitive aberration to recognize where digitization can help trigger growth by fitting in the needs of customers and the evolving economics of development and deployment.

Digital transformation is a complicated and risky effort – both from a business and technological standpoint. Companies might have an alternative strategy of developing their physical business along with their digital business, but it is vital to keep the two connected. Establishing a strong relationship between business goals and digital transformation also ensures that organizations make reasonable investments in their future without keeping short-term revenues at stake.

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