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Digitalisation - cover


IntroBooks Team

Publisher: IntroBooks

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What we need to do is to envision the digital future of your 
business. Without a compelling vision of where you are going 
and why it is imperative, you will probably be painting race 
stripes on a 20 year old Chevy. What assets will be valuable in 
a digitally-transformed business? How can you transform 
customer experience? Internal operations? Your business model? 
How can units work differently – and work together differently 
– in a more connected way? Look at the media industry. It 
has been completely transformed by digital technology. Some 
are putting their toes in the water. A few have jumped in and 
find they aren't drowning. They are reaping huge results. 
A very familiar, important and inevitable question we need to 
face these days is "Is my business equipped enough to get 
disrupted?" The risk that the disruption can happen highly 
radically if you are not prepared for it beforehand. 
If you do believe it could happen, it is well worth getting away 
from the office to consider what to do very soon to avert it. 
Taking the time to have a serious answer might make all the 
difference in success or failure three years from now. 
The next question is this. If you or your company isn't ready, 
what should you do about it? It is important to think through 
what you personally should do as opposed to what "the 
company" should do. You can control your plan. You can only 
influence the corporate approach. 
The answer will set your agenda for the next six months. A 
change is indeed coming and it is coming thick and fast. 
Transformation is occurring. It can't be escaped. It is about 
how people collaborate and work. It is about the way business 
processes are executed. It is most certainly about how we 
understand our customers and obsess about the experience. It 
is about how we use digital technology to radically shift how 
we provide amazing experiences for our customers. It is radical 
and it is now. 
Customers are in charge. That is a profound shift. At our core, 
do we get that shift? There is a convergence of customers 
being in control and our designing experiences that easily help 
them reach their goals. What if we don't? They will let 
everyone know about it and go somewhere else. It is that 
simple. Do you see it coming? 
As senior managers, you alone possess the skills and resources 
to make it happen. You can decide to transform and survive 
or you cannot. No one else can make that happen. It is up to 
you to create the vision. 
It is up to you decide who is "on the bus" and who is not. 
Here is the tough thing. Not all of your people and senior 
management gets "it". To assume otherwise will hinder you. 
You need to decide who is on board and who is not. You 
need to get those who are not on board off the bus, as gently 
as you can, but as soon as possible. Delay will only hinder you 
and you know it. 
Your desire to strive to digital maturity and make it happen is 
something that really matters. You need to make sure there 
are targets for progress, they are well known and they are 
met. That cannot be delegated. 
Communicating the vision can't be delegated either. It is up to 
you to take a stand. It is up to you to communicate it. The 
message needs to get through and no one else can do it. Do 
develop a serious communication plan. Make sure that it is 

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