According to a 2017 survey on digital transformation by Constellation Research, 64% of respondents said a digital transformation strategy was essential to driving profits, 70% said they had an IoT (Internet of Things) strategy, and a whopping 75% said they have a Big Data strategy.
But many have found process management — horizontally, across silos, and focused on customers — difficult to reconcile with traditional hierarchical thinking. Atkins anticipates that using Office 365 will help its teams with people in different locations work together more seamlessly, which will ultimately enhance its performance on global design and engineering projects. This is part of the digital transformation framework. Examples of this kind of innovation are well-known, from Netflix' reinvention of video distribution, to Apple's reinvention of music delivery (I-Tunes), to Uber's reinvention of the taxi industry. How can we adapt organisational structures to become more digitally mature? The answer, provided by Thomas H. Davenport and Thomas C. Redman in Harvard Business Review, boils down to four core areas of focus: technology, data, process, and organizational change capability. In building talent in this domain look for the ability to “herd cats” — aligning silos in the direction of the customer to improve existing processes and design new ones, and a strategic sense to know when incremental process improvement is sufficient and when radical process reengineering is necessary. In workshops and through innovative digital learning formats, Google Digital Academy unites marketers, brand managers, strategists, creatives, data experts, digital specialists and company leaders to jointly craft their strategy for (digital) transformation. While, we have no firm evidence to support this, it seems that those who gravitate toward technology, data, and process are somewhat less likely to embrace the human side of change. “ROI is important because it helps you optimise your existing business. In other words, if your employees perceive that the only way to convince you to try something new is to present a business case with a precisely calculated ROI, the net result will be that they always focus on short-term impact, never try something fundamentally new and never make bold investments in projects that require a learning curve – which basically means you can’t succeed in transformation. His fresh thinking has won him prizes for Dialogue Marketer of the Year for 2012 and Best Marketing Book of the Year for his book “Online Brand Identity”. Corporations that know how to reach and leverage this innovation efficiently, particularly from new sources, are reaping the benefits of new growth. The lesson is to recognize the new domain opportunities afforded by new technologies and understand they can be captured—even by traditional incumbents.
This embed requires accepting cookies from the embed’s site to view the embed. Corporations that regard and pursue digital transformation in a multi-dimensional way will find greater success than those that don’t.