[2026 Latest] Company-wide DX Driven by Design Thinking: Formulating a Vision to Break Down Departmental Silos

1. Why DX Goes Astray When Means Become Ends

A common scenario we see in actual consulting is management issuing a decree because "other companies are using AI," the IT department selecting the tools, and the frontline being forced to operate them. Here, the essential question of "Why are we changing?" is left behind. Fragmented digitalization of operations ultimately accelerates departmental silos and can even damage the customer experience (CX).

For example, even in the field of D2C EC Site Construction & Growth Support, simply updating the system will not increase sales. Digital investment only yields a return when logistics, customer support, and marketing share the same "ideal customer image." DX without a vision is like driving a car with the latest engine without a map.

2. Designing a "Vision Formulation Workshop" Through Design Thinking

A powerful prescription to break the cycle of aimless wandering is a workshop incorporating design thinking. This is not just a discussion. It is a process of thoroughly verbalizing "user (customer/employee) pain" with everyone from frontline staff to executives sitting at the same table. In our consulting, we emphasize the following three steps.

• Empathize Fully air out frontline frustrations and customer complaints without judgment to uncover the true needs beneath.
• Define Narrow down to the core issue—not "the system is old," but "information is fragmented, causing customers to wait."
• Ideate Visualize what kind of value the company wants to deliver through digital five years from now, without any constraints.

3. How to Create a "Common Language" to Break Down Departmental Silos

The biggest factor stalling DX is conflict of interest between departments. Sales prioritizes revenue, the factory prioritizes efficiency, and IT prioritizes maintainability. The true value of a workshop lies in integrating these different perspectives into a common language of "value provided to the customer." In actual support, we sometimes intentionally form cross-departmental teams and incorporate role-playing to reframe other departments' business processes as "one's own business."

Through this process, even in D2C EC construction, the perception shifts from being just "the EC person's job" to a "foundation for utilizing customer data across the entire company." Visualizing the flow of data across departments is the very act of punching holes in organizational walls (silos).

4. An Execution Roadmap for "Steadfast DX" Heading into 2026

Once the vision is solidified, translate it into a concrete execution plan. In the competitive environment of 2026, where the social implementation of generative AI will be commonplace, even greater speed will be required. However, with a vision as a compass, even when new technologies emerge, you can make immediate decisions based on the criteria: "Does this contribute to our vision?"

A common occurrence on the ground is becoming paralyzed by trying to create a perfect plan. We advise, "Have a grand ambition for the vision, but start small with execution." The standard approach is to set "quick wins" that produce results within three months based on the formulated vision, building company-wide momentum by accumulating success stories.