After Icreon and David Zwirner had completed the code review phase, we came away with a blueprint for what needed to be done for the organization to begin a path toward digital maturity. We started working on something we called a “Digital Enterprise Initiative”, which was a road-mapping exercise used to position DZ as an innovator in the space for the years to come.
We started the project by assessing David Zwirner's teams and skill sets - understanding gaps in their internal processes and highlighting key insights within David Zwirner customer model as it related to digital.
From there, we prescribed a different set of solutions that would better fit their digital needs based on the findings. For example, sales individuals would have to send one offer at a time out to clients, and on big shows - this could take almost 120 hours to get through one individual sales list, and digitizing that workflow can reduce turnaround time drastically.
The challenge was going to be - how do we keep operations and business continuity while at the same time changing People, Process, and Technology.
The output of this road-mapping realized that customer & sales teams could be rapidly delighted by a series of short-to medium-term wins, but that true transformational growth could happen through long-term initiatives designed to improve all aspects of Gallery Operations.
We now had blueprints for both the digital platform needed and how to infuse digital into existing processes to create new opportunities for the business. Delivering on both of these initiatives would enable a whole new set of capabilities - sales automation, personalization engines, and ultimately something that would go on to be an industry disruptor – the online viewing room experience.