Staid, analogue incumbents in all industries look to digital transformation strategies, projects and technology to improve UX. That is a mistake- you have much work to do before and require three key attributes across the organisation.
See the linked article below to check if you have these before attempting digitisation. Let me expand on "Competence".
"Are our front-line employees armed with the skills required to meet 21st-century customer expectations?"
These front-line staff are the ones nearest the customer and most engaged. Any digital platform must unleash the value of both these employees skills and their current and deep empathy with customers.
We all know that any technology designed top-down will be at best sub-optimal. That covers most digital platforms.
Technology must allow front-line staff to experiment, iterate and constantly improve work flows and processes the customer experiences. To be able to test these against random control groups. To est what works and what is sub-optimal.
To do this they must, of course, be trained and have the relevant skills AND MUST be able to customise, test, iterate and publish improvements without having to trely oin a vendors in-house developers and consultants.
Otherwise you are back to inflexible, slow to change and sub-optimal ERP systems whether cloud-based or not. This will also help sort out mere change from true transformation. What do I mean by that?
"Too many companies are being lulled into a false sense of transformation security through siloed digital projects and change initiatives that are not strategically transformational. This results in the illusion of transformation, where companies that believe they are undergoing transformation are in reality only making changes."
Rob Llewellyn The Digital Transformation People"
It all confirms that customer experience (CX or UX) is much more than just NPS and Customer Sat Scores.
It is root and branch transformation including:-
Competence Competence includes the knowledge, skills, attributes, mindsets and behaviors an organization offers. In the world of CX, an organization’s competence directly relates to how well it can leverage these traits to create competitive CX advantages for users. Here are some starter questions to determine competence: Do we have leaders committed to alleviating customer concerns and innovating CX strategies? Are our front-line employees armed with the skills required to meet 21st-century customer expectations? Can we respond to diverse client needs and preferences with a smart strategy every single time? Without the right combination of competencies, it’s unlikely that organizations will achieve success with their intended customers. Stakeholders will find it much easier to drum up internal and external support when people trust what a brand brings to the table.