Before you start give your team a snappy slightly secretive name, for example ‘Atlas': this gives you and your team an unofficial identity.
Talk to a couple of like-minded colleagues who also want to make a difference by improving the business. Together they should create a simple charter that will help guide the team in defining your goals.
When we started digital transformation our goals were:
Develop SaaS services using new technology such as cloud, AI and mobile
Utilise SaaS applications and open source software.
Apply newly developed technologies to real world applications
Train existing staff on new technologies
Attract new talent into our organisation
Minimise the number of management or supervisory level individuals on the team. Staff members may be inhibited from speaking up during critical discussions about process problems if their direct supervisor is in the room.
Involve directly staff and those who have direct experience with the process being analysed. It is important to understand the process as it is actually performed, including why staff make mistakes and develop workarounds.
Include people from all shifts on the team, when possible. The experiences of staff working during the day may be much different than what happens during the evening and night shift. A successful process is dependent on the ability of the team members to understand how a process now functions and what occasionally goes wrong.
It can sometimes be tempting to complete the process by interviewing those involved in the process, without any formal meetings of the team. While this might move the analyses along quicker, the open discussions (no bla bla bla) that occur during team meetings are more likely to lead to achieving your goals.