Digital Leaders Blog

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Another excellent article from Brian Solis and one very relevant to our ‘Leading Digital Change’ 2018 Masterclass series.

The core theme of the article can be summarised as follows:

  • Digital transformation is more than just digital. It is about modernising and future-proofing your organisation. First and foremost, successful digital transformation is about people and culture, not technology.
  • Many organisations continue to struggle with implementing successful change programmes. Digital change agents have a critical role to play in accelerating progress - the unsung heroes of every successful digital transformation.
  • The challenge is whether executives can find and empower them to bring the organisation together around unified digital initiatives.

The traits of a digital change agent, as explained by Brian, are highly relevant to Future Digital Leaders.

  • Change agents are early adopters of digital, wishing to help their companies modernise.
  • They may start as digital advocates developing over time into experienced business transformers.
  • They have the courage to step outside the ‘norm’, helping others to modernise and innovation.
  • The work done by digital change agents may lead to uncoordinated, disjointed efforts across the organisation, but this will establish a solid foundation for more formal initiatives to gain momentum.
  • Change agents act as catalysts helping to push forward the transformation agenda. However, while some may be born leaders, many are reluctant agents of change, lacking the management expertise to handle obstacles to progress, especially the political and cultural aspects of organisational life.

The article identifies four main types of digital change agent as summarised in Figure 1 below:

Figure 1: Digital Change Agents

Source: Solis, 2018

The full article can be accessed here - Change Agents: The unsung heroes of digital transformation

Highly recommended reading for Future Digital Leaders.

As always, comment and feedback are very welcome.

Jim H

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Interesting from the Harvard Business Review.

"Across industries and across countries, a small number of superstar firms are pulling away from the competition. They’re more productive, more profitable, more innovative, and they pay better.

But why are these companies doing so well? Are they out-competing their rivals, or are they using their size and influence to avoid competition altogether?

One answer to that first question shows up in study after study: superstar firms are succeeding in large part due to information technology."

Read more here.

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Key Questions for Digital Leaders

“CEOs and their teams are now much more aware of the impact of digital technology on their businesses. However, most struggle in successfully implementing digital transformation. The challenge for many large firms is not so much where to put the investment (The What) but more on how they adapt their organisations to gain competitive positions (The How).”

Source: Didier Bonnet (2017)

As we move from the WHY to the HOW of transformation for the digital era, it is critical for organisations to follow a planned, strategic approach to ‘getting there’; a strategic approach fully aligned with and supportive of agreed business goals and objectives. An approach recognising that successful transformation is first and foremost about people - customers, employees, partners and other stakeholders. Technology is a key enabler of change, but on its own it is not enough.

‘Stop and Reflect’ Questions for Digital Leaders

November will be a busy month for us delivering Executive Programmes in Digital Leadership in Iceland, Italy, Malta and Edinburgh.

In preparing for these sessions, we have updated our ‘Transformation Toolkit’ to take account of the rapid pace of digital change taking place.

Session participants will work through a number of ‘Stop and Reflect Exercises’ covering the key steps involved in developing, implementing and proactively managing a digital transformation strategy for their own organisation.

In total, there are 25 top level questions to be addressed across five main topic categories:

Digital Landscape Analysis

Hyper awareness of the digital landscape, the disruptive technologies and associated societal changes reshaping your industry, is a key trait of a successful digital leader.

  • What are the key technologies and societal changes threatening to disrupt your industry?
  • How big will the impact be (‘the size of the bang’) and over what time-period will your industry be disrupted (‘the length of the fuse)?
  • How will digital disruption impact on your own organisation – opportunities and threats?
  • What progress has been made in responding - how big is the ‘gap’ between your organisation’s current level of digital maturity and where you should be?
  • How are similar organisations responding, who is ‘leading digital’ in your industry, who is the exemplar of best practice?

‘External’ Digital

In an era of constantly connected, empowered customers, adopting an ‘outside in’ customer-led approach is critical to successful transformation. Unfortunately, too many organisations have focused on digitising rather than transforming existing processes, thereby failing to meet the rising expectations of Gen C (the constantly connected generation).

  • Have you mapped the customer journey with your organisation?
  • How well are you currently using technology to deliver exceptional customer experiences at ‘Key Moments of Truth’ in the customer relationship; what scope for improvement exists?
  • Benchmarked against accepted best practice, what progress has your organisation made in social media marketing, real time customer engagement and social customer service; what scope for improvement exists?
  • Has your organisation implemented best practice Content Marketing?
  • What progress has been made in delivering actionable insight from social media listening, customer data and predictive analytics (is your organisation GDPR compliant)?

‘Internal’ Digital

Current and emerging digital technologies provide exciting opportunities for organisations to rethink the way they operated, the way they work, breaking free from the limits imposed by outdated legacy systems. Embedding technology at the core of everything your organisation does can streamline internal systems and processes, improve efficiency, reduce costs, becoming a more agile, fast-moving data driven business, ‘fit-for-purpose’ in a digital age.

  • Have you mapped the main productivity busters, bottlenecks and frustrations in your organisation?
  • What scope exists for leveraging current and emerging technologies for overcoming these bottlenecks, building Digital Operating Advantage (improved systems, processes, efficiency, costs, speed of response, data etc)?
  • How well is your organisation utilising enterprise social tools for reducing the burden of excessive e-mail, supporting collaboration and knowledge sharing, internally and externally with business partners?
  • What progress has been made in deriving actionable insight from the wealth of data held by your organisation; do staff have access to modern, visual-based, self-service Business Intelligence software, or are your BI needs still centrally controlled by IT?
  • Does your organisation suffer from a legacy IT problem, a legacy management problem or both?

Strategy and Performance Measurement

There will be ‘winners’ and ‘losers’ in the digital age. ‘Winners’ will be those organisations who leverage the full potential of digital technology for driving competitive advantage in at least five key areas: engaging and connecting with customers; building digital operating advantage; deriving actionable insight from data; supporting collaboration and knowledge sharing; business transformation.

  • Does your organisation have an agreed vision and strategy for the digital era; what is it?
  • What are the main objectives, KPIs and targets to be achieved from your digital strategy?
  • Which priority customer segments (including internal customers) are critical to delivering your overall business and digital strategy objectives?
  • What are the key digital actions and initiatives your organisation needs to implement to achieve agreed goals and objectives; how will these be prioritised and matched with resource availability?
  • How will digital performance and organisational impact be measured?

Implementation and Digital Leadership

As we move from the WHY to the HOW of digital transformation, greater attention is now being paid to implementation issues, especially the main barriers and obstacles standing in the way of effective change; how these can be overcome. There is growing acceptance that the main change barriers are organisational, people and cultural related rather than technological; legacy management thinking rather than legacy technology.

  • What are the main obstacles and barriers to successful transformation in your own organisation?
  • What plans are in place to overcome these?
  • Who is ‘leading digital’; do you have a strong transformation leader at the top of the organisation?
  • How will you organise for change?
  • Is your approach to portfolio, programme and project management ‘fit-for-purpose’ in an era of turbulent change?

I look forward to meeting everyone at our forthcoming sessions.

As always, comment and feedback are very welcome. I am sure that others may wish to add to this list of questions.

Jim H

Ps – we still have a couple of places available on our Edinburgh Digital Leaders Masterclass. Details here if you would like to attend. Just let me know if you have any queries. Take care. Jim H

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By the end of this year, we will have made our own small contribution to the digital transformation agenda having delivered our Digital Leadership Masterclasses in Abu Dhabi, Bahrain, Iceland, Italy, Malta (Digital Leadership for Tourism), Glasgow and Edinburgh.

Registration for our forthcoming Edinburgh programme, in association with the University of Edinburgh Business School, is now open.

Using the very practical tools and templates contained in our Digital Business Transformation Toolkit’, the two-day bootcamp will disseminate best practice strategic and practical advice in becoming a Future Digital Leader. The programme will equip participants with the knowledge and practical skills required for developing, implementing and proactively managing a successful Digital Transformation Strategy for their own organisation, or organisation of their own choice.

On completion of the programme, and utilising the diagnostic tools and templates contained in the ‘Digital Business Transformation Toolkit’, participants will have acquired the knowledge and practical skills to:

  • Undertake a digital disruption landscape analysis for their organisation; the opportunities and threats presented.
  • Set up a digital and social media listening system.
  • Develop an agreed Digital Strategy for their organisation.
  • Agree the core business objectives, goals and targets to be achieved.
  • Identify the key digital initiatives to be implemented and an ‘Action Plan’ for getting there.
  • Agree the Key Performance Indicators (KPIs), metrics and analytics to be used in measuring digital performance, business impact and ROI.
  • Ensure that all key success factors have been considered, including the organisational, people and cultural barriers to digital change.
  • Establish your personal brand as a Future Digital Leader.

Full details and registration can be found here.

Alternatively, if you would appreciate an informal chat about the programme prior to registering, please drop me a quick note here and i will get back to you within a few days.

To ensure a high level of two-way engagement, we normally restrict numbers attending our Digital Leadership Masterclasses to around 15. It is very likely, therefore, that places on the programme will go very quickly so early expressions of interest in attending are recommended. 

Take care.

Jim H

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Does your Board of Directors grasp how disruptive technologies are reshaping your industry?

Are they driving and supporting your CEO in achieving digital transformation, leveraging the full potential of emerging technologies for building an efficient, agile, fast moving and responsive organisation fit-for-purpose in a digital era?  

Alternatively, is your Board sitting back watching as born-digital companies reinvent your industry? Are they playing safe, watching your organisation's slow decline into obsolescence?

A recent Harvard Business Review article argues that Boards must recognise the unstoppable digital forces at play in your industry, driving your CEO to reinvent the business while you still have the resources to do so.

To avoid becoming the Kodak of your industry, five key actions your Board should be taking now are identified.

Is you Board showing digital leadership in the following areas? I would guess NOT.

  • Get into high gear in understanding how digitisation affects the business.
  • Be sure you have the right CEO in place, someone with the knowledge and personal empathy to be a digital change leader.
  • Encourage the CEO to enlist whatever expertise he or she needs to re-imagine how the company could be rebuilt around a digital platform.
  • Prepare to defend the CEO against backlash from inside, outside and the investment community.
  • Beware of cold feet when implementing radical change to 'the way things have always been done around here'.

You can access the full article here.

Take care.

Jim H

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Evidence is emerging of a growing digital divide between organisations who ‘get IT’ and those who don’t; between those using digital technology to successfully transform their business and those still stuck on the starting blocks.

A new report from Harvard Business School provides evidence that this digital divide is already having a major impact on subsequent financial performance.

Based on detailed research covering 344 large US based enterprises, the Harvard study concludes that ‘digital leaders’ (enterprises who are transforming digitally) outperform ‘digital laggards’ across a range of financial measures.

Organisations that sit in the top quartile of Harvard’s Digital Transformation Index achieve significantly better gross margins, earnings and net income than organisations in the bottom digital quartile. A similar disparity is evident across other financial and operating indicators 

A more detailed summary of the report can be found on the Bridgeall blog here.

As always, comment and feedback are very welcome.

Jim H

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A new report from the Global Center for Digital Business Transformation, an initiative of IMD Business School and Cisco, has identified four competencies and three behaviours that business leaders need in order to excel in an era of digital disruption.

The report entiled Redefining Leadership for a Digital Age, presents findings from a global survey of more than 1,000 executives across 20 different sectors.

The vast majority of leaders agree that they are caught in a technology-change vortex that is drawing in whole industries and creating disruption on an unprecedented scale. 92% of those surveyed stated that they are feeling the effects of digital disruption, with one-third rating the impact of digital disruption on their companies as "very significant."

Despite the quickening pace of digital innovation, less than 15% of leaders said that they were "very prepared" to meet the demands of a digitally-disrupted business environment. The majority of participants (almost 80%) indicated that they were "starting preparations" or were "fairly prepared" to tackle digital disruption. Less than 20% of respondents indicated that digital technologies such as analytics, mobile and social media are fully integrated into their organisations with 30% of respondents either rarely or only occasionally using digital tools and technologies

In terms of digital leadership, the report outlines the following "HAVE" competencies as the most important success criteria for senior executives facing a landscape characterised by digital disruption:

  • Humble - In an age of rapid change, knowing what you don't know can be as valuable in a business context as knowing what you do. Digital leaders need a measure of humility, and a willingness to seek diverse inputs both from within and outside their organisations.
  • Adaptable - In a complex and changing environment, an ability to adapt is critical. The global reach of digital technologies has opened up new frontiers for organisations, shrinking once insurmountable continental divides and erasing traditional boundaries between territories. Dealing with the cultural and business impacts of this requires adaptability.
  • Visionary - In times of profound disruption, clear-eyed and rational direction finding is needed. Having a clear vision, even in the absence of detailed plans, is a core competency for digital leaders.
  • Engaged - Painting visions for the future, successfully communicating these visions and being adaptable enough to change them, requires constant engagement with stakeholders. This broad-based desire to explore, discover, learn and discuss with others is as much a mind-set, as it is a definable set of business-focused activities or behaviours

These digitally-engaged executives are called "Agile Leaders" - those who have adapted and evolved their practise for an environment continuously disrupted by digital technologies and business models.

Nearly half (42%) of those identified as Agile Leaders said that they were making more informed business decisions as the result of well-directed data gathering, effective analysis and good judgement.

The three key behaviours which allowed Agile Leaders to successfully navigate disruptive environments are:

  • Hyperawareness: They are constantly scanning internal and external environments for opportunities and threats.
  • Informed decision-making: They make use of data and information to make evidence-based decisions.
  • Fast execution: They are able to move quickly, often valuing speed over perfection.

The report identified the following additional practices that Agile Leaders adopt in a digitally-disrupted business environment:

  • 26% of Agile Leaders use digital tools and technologies frequently, compared with just 7% of non-Agile Leaders
  • 32% of Agile Leaders seek disruptive approaches to deal with challenges (1% non-Agile Leaders)
  • 28% of Agile Leaders use virtual networks and forums (1% non-Agile Leaders)
  • 76% of Agile Leaders encourage their team to challenge their observations and opinions (19.4% non-Agile Leaders)
  • 27% of Agile Leaders make use of business simulations or scenarios to support decisions (1% non-Agile Leaders)
  • 26% of Agile Leaders take risks to speed up execution (4% non-Agile Leaders)

You can access the full report here

The above findings are bound to stimulate detailed debate in our forthcoming Digital Leadership Executive Programmes.

As always, feedback and comment are very welcome.

Jim H

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Ok I know that leadership cannot be ‘taught’, but this Spring I will be 'facilitating' Digital Leadership programmes in the United Arab Emirates, Bahrain, Edinburgh, Glasgow and online in virtual learning land.

With over 30 different nationalities participating across the various locations, it is critical that a global perspective is adopted.

So what progress have different countries around the world made in transforming digitally?

The Most Tech-Savvy Governments

Two of the destinations being visited, the UAE and Bahrain, are listed in the top three countries worldwide in terms of having the ‘most tech-savvy’ governments, according to the World Economic Forum’s Network Readiness Index (see here for a short summary).

In pole position is Singapore, a country I have long admired since my many visits there between 1993 and 1996 as Academic Direct of the Strathclyde Business School Masters in International Marketing programme delivered on a Distance Learning basis. Course management and administration was delivered through a combination of fax, telephone and courier delivery of course material. If only we had ubiquitous Internet access then :-)

The UK sits in tenth position lower than countries such as Qatar, Malaysia, Estonia and others.

Figure 1: Most Tech-Savvy Governments

With recent announcements over the last week or so, it is almost certain that Singapore and the UAE will retain their digital leadership positions for the foreseeable future.

Singapore puts 2017 budget focus on digital transformation - Government sets aside S$2.4 billion over four years to execute a nationwide plan to "transform" the local economy and help enterprises "go digital".

Sheikh Mohammed directs government departments to place Dubai 10 years ahead of all other cities with launch of the 10X vision. "All Government entities to embrace out-of-the-box, future oriented exponential thinking with the aim of being 10 years ahead of all other cities in embracing disruptive innovation".

 Harnessing Digital

While it looks as if I may be “teaching” digital leadership to those who are already leading digital, at least as far as the government sector is concerned, a different picture emerges for the economy as a whole.

The countries best harnessing the full potential of digital technology according to WEF are listed below. Dubai and Bahrain are ranked only in 26th and 28th positon respectively. Singapore retains its No.1 spot.

Figure 2: Top 10 Countries Harnessing Digital Technology

As a measure of how well an economy is using information and communications technologies to boost competitiveness and well-being, it will be very interesting to watch the position of Dubai, in particular, over the next few years.

In a previous blog post, we showed how Dubai is rapidly emerging as a world class digital nation. Key milestones over the last five years have included:

  • 2011 - introduction of e-payment cards for government services
  • 2011 - e-voting introduced
  • 2013 - all government services to be available through mobile devices and apps
  • 2013 - Smart Government launched – aim to become the world’s smartest city
  • 2014 - Happiness Index launched to measure the happiness and satisfaction of the public with digital public services – aim to be the world’s happiest city
  • Feb 2016 - 1,000 new digital initiatives launched to embrace the Internet of Things
  • May 2016 - world’s first 3D printed office block opened - vision of being a world leader in 3D printing technology
  • April 2016 - 25% of all transportation in Dubai to be smart and driverless by 2030
  • October 2016 - Dubai mandates Blockchain only Government documents by 2020
  • May 2016 - Dubai government services score 89% on the Happiness Index
  • Nov 2016 – become a world leader in Industry 4.0

Add to this, the 10X initiative mentioned above.

The UK/Scotland

In the UK/Scotland, we like to think of ourselves as being a world class digital nation. For example, the preamble to this month’s launch of the UK Government’s Transformation Strategy stated:

“The UK Government is one of the most digitally advanced in the world…….The Government Digital Service (GDS) has led the digital transformation of government and is a model that is being copied internationally”.

The evidence presented above would suggest that while good progress has been made, we are far from being a world class digital nation. It is too early to engage in such happy back-slapping.

There is growing evidence that the UK is falling behind many of our international competitors in several key measures of digital readiness such as connectivity, digital skills and the integration of digital technology – see the EU 2016 Digital Economy and Society Index (DESI). While the UK score remains above the EU average, it is growing more slowly than the average. Denmark, the Netherlands, Sweden and Finland are leading the way, while Estonia, Germany, the Netherlands, Malta, Austria and Portugal are the fastest growing.

An earlier 2015 study published in the Harvard Business Review arrived at a similar conclusion - Where the Digital Economy Is Moving the Fastest.

The study identified four main types of country in terms of digital capacity:

  • Stand Out countries with high levels of digital development in the past and who continue to remain on an upward trajectory.
  • Stall Out countries who have achieved a high level of evolution in the past but are losing momentum and risk falling behind.
  • Break Out countries with the potential to develop strong digital economies. Though their overall score is still low, they are moving upward and are poised to become Stand Out countries in the future.
  • Watch Out countries who face significant opportunities and challenges, with low scores on both current level and upward motion of their Digital Evolution Index. Some may be able to overcome limitations with clever innovations and stopgap measures, while others seem to be stuck.

 Figure 3: The Digital Evolution Index

In the UK, there is a real danger that our growing obsession with BITs (Brexit, Immigration and Trump) rather than Bytes will drive the UK into a digital ‘Stall Out’ – see our previous blog post Don’t Let Brexit Relegate Digital to Side Show Status.

One of the main conclusions of the Harvard paper is highly relevant here:

“Most Western and Northern European countries, Australia, and Japan have been Stalling Out. The only way they can jump-start their recovery is to follow what Stand Out countries do best: redouble on innovation and continue to seek markets beyond domestic borders. Stall Out countries are also aging. Attracting talented, young immigrants can help revive innovation quickly”.

Unfortunately, we are going completely in the opposite direction.

Food for thought?

All comments and feedback welcome.

Take care.

Jim H

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A fascinating new report has just been published looking at digital transformation at HMRC, the UK tax authority.

The report catalogues a series of errors which, it is claimed, have resulted in near meltdown of the UK tax system. There are very important lessons to be learned here for other public sector transformation projects; indeed for the private sector too.

Keynote Summary

  • HMRC launch a 'Building our Future (BoF)' programme to become the most ‘digitally advanced’ revenue service in the world. The core ‘vision’ is to replace phone and postal enquiries from members of the public and small businesses with automated online services. This will release staff from boring administrative tasks, processing forms or speaking with taxpayers. As a result staff will be freed up to work on more complex issues and retrained to tackle tax avoidance and evasion.
  • At least that was the 'spin'. The reality was thousands of redundancies and the closure of 170 HMRC offices located around the country.
  • Unfortunately the forecasts were wrong. The public kept calling and mail kept arriving. The reductions in staff numbers meant that the department became overwhelmed and standards of service to taxpayers collapsed.
  • To compensate for these failures management responded by heaping yet more pressure on staff, introducing a system of staff appraisals called performance management review. This and other management initiatives have simply led to more time lost to form filling and administration, further damaging the department's capacity to tackle tax evasion.
  • As a consequence of the above, the report argues that HMRC is at breaking point.
  • One of the main reasons for project failure is that improvements in service quality have never been at the heart of HMRC’s transformation programme. The primary driver of change has been to cut costs.
  • The report concludes that failure of 'Building our Future' poses a serious risk to tax collection in the UK, and with it, our public services.

A more detailed summary of the report can be found here.

You can download the full report entitled 'HMRC, Building an Uncertain Future' here.

As always, comment and feedback most welcome.

Take care.

Jim H

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Five key propositions emerge from the growing volume of publications on digital disruption and digital transformation.

1. In an era of pervasive digital change, no industry, no organisation, no individual is immune from the threat of being disrupted. Our FSB Digital Disruption Report from December 2015 listed a broad range of sectors under threat. The question is no longer whether your industry will be affected.  The only pertinent questions to ask now are how severe will the impact be (‘bang’) and over what time scale will this take place (‘fuse’) - see our previous post Will Your Industry Be Disrupted, also the Deloitte report entitled Short Fuse: Big Bang.

2. Most organisations remain woefully ill-prepared for the coming digital tsunami. The pace of digital change is taking place at a much faster rate than our ability to adapt. Various reports have warned of a growing ‘strategic gap’ between the digital progress being made by most organisations and where they should be to remain competitive. The challenge is not just a technology one. A wide range of internal barriers need to be overcome before successful digital transformation can take place - especially organisational, people and cultural barriers.

3. There is a growing need for a new breed of senior executive - Digital Business Leaders. Senior executives who can combine high level business knowledge, experience and understanding with the ability to develop digital transformation strategies fully aligned with and supportive of agreed business goals and objectives. Executives with the personal skills and confidence to drive organisational change. Almost every report on digital disruption published over the last three years has pointed to the lack of digital leadership and skills being major barriers to change.

4. The days of the business leader who knows nothing about technology (often proudly claiming that they know nothing about it) are numbered. In an era of rapid digital change and digital disruption, how can anyone claim to be ‘leading’ without understanding how technology is impacting on their industry, their organisation? Is it time to call time on non-digital leaders unwilling to adapt.

5. The growing need for Digital Business Leaders raises important implications for our education, skills development and executive education systems. While there is a growing recognition of the need for digital transformation, current industry leaders (with a few exceptions) lack the digital knowledge, understanding and confidence to drive change. Younger managers (digital natives) may have the technology skills and confidence required but lack the high level strategic understanding of how to fully align digital technology to support core business goals. Technologists, CIOs and others may be very good at what they do but may lack the leadership skills to drive change.

The core challenge facing all of our organisations is this - how do we prepare future leaders for the twin demands of management and digital technology?

Does our management development and education system require a complete reboot?

As always, feedback and comments are very welcome.

Dr Jim Hamill

Full details of our next Digital Leaders Masterclass in association with the University of Edinburgh Business School can be found here. You can register an interest in attending here.


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Digital leaders in the public sector need to address top-down, rigid management hierarchies that stifle innovation according to a recent briefing note from Socitm, the organisation for public sector IT professionals.

For digital transformation to be effective, Councils need to embrace new ways of working. The 'status quo' is not an option. Digital leaders need to embrace new thinking and quickly.

The briefing note argues that traditional top-down management hierarchies are unlikely to work well in the digital age and stifle innovation. Digital leaders need to establish a culture of change and improvement, managing teams by outcomes rather than inputs.

Old constraints about when and where work should be done are often inconsistent with new digital thinking and ways of working. They are born of rigid hierarchies and top-down command and control. Employees should be treated as valued, responsible and well-motivated adults.

The note also argues that digital leaders need to develop the skills to 'sell' digital ideas to relevant service managers and to advise leaders to embrace agile working.

Socitm acknowledges that many of their recommendations do not fit easily with the 'conservative' public sector. However, this needs to change if local authorities are to provide services that can cope with increasing demand.

You can read the full article here.

Hopefully these issues will be discussed further during the Socitm Scotland 2016 Conference taking place in November.

As always, comment and feedback are very welcome.

Jim H

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We are delighted to announce the launch of our Digital Leadership Masterclass in partnership with the University of Edinburgh Business School Executive Education Programme.

The two-day session takes place on the 13th and 14th of October.

Full details can be found here.

At this stage, we are taking registrations of interest in attending. All we need is your name, email address and contact telephone number. I will then arrange a convenient time to contact you to discuss your specific requirements, ensuring that programme content is relevant and customised to your own needs.

You can register an interest in attending here.

The changes brought about by the Internet over the last twenty years are nothing compared to what is coming over the next few years. No industry, no organisation is immune from the threat of digital disruption. With labour markets being transformed by artificial intelligence and automation, no individual is immune. A new breed of senior executive is required to drive digital transformation - Digital Business Leaders.

Is your organisation ready for digital change?

Are you ready?

The Masterclass will include a ‘Digital Leaders Forum’ during which several industry experts will present and discuss their real time experiences of implementing successful digital transformation strategies. Speakers will come from a range of different industries, including public and private sector organisations.

Please do not hesitate to contact me if you have any questions about the Digital Leaders Masterclass or any of the Executive Education Programmes at UoE Business School.

You can download an Executive Education Programme brochure here.

Take care.

Jim H


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Our recent FSB Report concluded that no industry, no organisation is immune from the threat of digital disruption. The only pertinent questions to ask now are how severe will the impact be and the timescale over which this will occur? With various estimates suggesting that over 40 percent of jobs could be replaced by digital technology over the next two decades, no individual is immune.

A model developed by Deloitte Australia entitled ‘Short Fuse, Big Bang’ presents a useful framework for evaluating the extent to which different industries will be disrupted by digital technology (the ‘bang’) and the time period over which these disruptions would start to have a real impact (the ‘fuse’).

Four broad industry categories were identified:

  • Short fuse, big bang: Industries with less than three years to adapt and transform themselves or face watching up to 50% of their business perish.
  • Short fuse, small bang: Industries with a lot less to lose in the way of digital disruption, but there is still a limited window in which they can act to mitigate potential damage.
  • Long fuse, big bang: Industries that will experience profound change over time, losing a lot if they don’t metamorphosis.
  • Long fuse, small bang: Industries with the least potential for digital disruption.

Where does your industry/organisation sit on this spectrum? Are you operating in a ‘short fuse, big bang’ sector with less than three years to adapt and transform? How close are you to the Digital Vortex, the inevitable movement of industries toward a ‘digital centre’ in which business models, offerings, and value chains are digitized to the maximum extent possible?

The first step in answering these questions, and the foundation for developing a successful digital transformation strategy, is to undertake a Digital Landscape Analysis.

Digital Landscape Analysis*

The overall aim is to evaluate the current and future state of digital disruption in your industry, the key technologies involved, emerging opportunities & threats and likely impact on your own organisation.

Five key issues should be addressed:

  • Draw up a list of the disruptive changes and technologies likely to impact on your industry now and in the future. Your list should include most of the following: Social Media; Enterprise Social; the Cloud; Big Data; the Internet of Customers; the Internet of Things; Wearable Technology; Intelligent Machines/Automation; the Blockchain; others as appropriate.
  • What impact will each of the above have on your industry and over what time period? How will industry dynamics change? Summarise the key threats and opportunities?
  • What impact will disruptive change and technologies have on your own organisation? Evaluate the extent to which your organisation needs to transform digitally, using emerging digital technologies to rethink and improve the way you do things in at least three main areas: ‘Externally’ - the use of digital to support sales, marketing, PR, customer engagement, customer service etc; ‘Internally’ - the use of digital to support internal communications, business processes and systems, becoming an agile, flexible, fast moving ‘social organisation’; 'Business Model'- the extent to which digital threatens your underlying business model. 
  • How are similar organisations in your industry responding? How are your main competitors responding?
  • Who is ‘leading digital’ in your industry? Who are the exemplars of ‘best practice’?

As always, comment and feedback are very welcome.

* Footnote: The approach to undertaking a Digital Landscape Analysis outlined above is a short extract from our more comprehensive ‘Digital Transformation Toolkit’ - providing organisations with an agreed road map supporting their own digital transformation journey. This will be presented in more detail during our Digital Leaders Bootcamp taking place on the 13/14th October, 2016 in association with the University of Edinburgh Business School.  Please register your interest in attending here. I will then contact you to discuss in more detail.

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Genuine Digital Leaders Hard To Find

I have just read a very hard hitting article by Ben Rossi on Information Age entitled ‘Why these people need to be kept away from digital transformations’.

The article issues a strong warning about the growing power of Digital Emperors defined as ‘those in the public and private sectors who are exploiting the digital wave for all its worth in spite of having no real domain knowledge, leadership capabilities or strategic vision’. The list includes politicians, civil servants, corporate execs, trade show promoters (but not Scot-Tech in my view, these guys ‘get it’),digital start-ups and venture capitalists.

The reality, according to the author is quite different:

‘Most are complete phonies or digital posers, and all suffer from a common challenge: they are digital emperors without any clothes. Genuine digital leadership is hard to find these days in any sector, but those who believe that either by title or remit that they are true leaders can be found either at every trade show or digital event (TED, SXSW, etc.) espousing their well-rehearsed opinions on all things digital.’

Ben argues that very few of these Digital Emperors have anything of substance to say or actual accomplishments (other than spending billions on transformation projects and getting little in return). Nonetheless, 'they all seem to have a cult-like following of sycophants and others who fawn over everything they promise, say or do.’

Digital Emperors are frequently found in the public sector.

‘Across the globe there are major programmes in virtually every government to digitally transform services and capabilities provided internally and to their citizens. Many of these programmes portend to transform governments themselves using what I refer to as ‘digital transformation by magic’, a common thought process where a digital emperor can simply undo the past and, armed with a great PowerPoint and some funding, they can create a new digital future for everyone overnight. In reality, it turns out to be more of a digital love fest where everyone spends their time in endless self-promotion and glory seeking while the group squanders countless fortunes on technology that users want nothing to do with at the end of the journey.'

Ben concludes that transformation is hard and not for the weak of heart. Successful digital transformation is yet to be realised anywhere. Leaving transformation to the fatuous behaviour of digital emperors is clearly a formula for disaster.


You can access the full article here.

As always, comment and feedback are very welcome.

Jim H

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Following the great feedback we received from participants on our first Digital Leaders Bootcamp held in January of this year, a second Bootcamp is planned for 14th/15th June.

Full details can be found here.

If you would like to attend, please complete the registration form. We will then contact you to discuss your specific requirements ensuring that the programme is customised to your needs.

Please do not hesitate to contact me if you have any questions meantime.

A sample of the content from Bootcamp 1 held in January is provided in the embedded slides below.

Take care.

Jim H

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According to a recent survey by Fujitsu, European business leaders view digital transformation as being critical to their future success. However, most companies lack a clear strategy for 'getting there'. The majority still see the digitalization process as a gamble.

The research concludes that most executives agree that failing to digitalize fast enough will result in a loss of productivity, reduced business responsiveness to rapidly changing markets and problems with customer retention and loyalty.

While there is agreement that digital transformation will have a major top line impact in terms of how organizations create value for their customers, a huge disconnect exists in terms of strategic priorities for digital projects.

  • Only one in three respondents agreed that digital priorities are fully aligned within their organization.
  • Many business leader think digitalization is a job best left to the IT department.
  • One in three executives think they are already over-spending on digital projects.
  • Only 25 per cent feel “extremely confident” in advising on the right choices.

The Fujitsu survey supports the main findings of other recent studies in this area and shows that Digital Business Leaders Are Even More Urgently Required.

Read the full article here.

Take care.

Jim H

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Digital Disruption: Are We Ready?

Scottish business remains woefully unprepared for the oncoming digital onslaught. To leverage the full potential of new technology and reduce the threat of becoming a nation of digital dinosaurs, a new breed of senior executive is urgently required - Digital Business Leaders.

These are two of the main conclusions emerging from our recent ‘Digital Disruption Report’ prepared on behalf of the Federation of Small Business in Scotland. The report raises important implications for Scottish companies, policy makers and the business support network.

Digital Disruption and Scottish Business

The core premise of the report is that we have entered a new and even more revolutionary phase in the development of digital technology; a period characterised by turbulent digital change and digital disruption. Across a wide range of industries, digital technology is threatening to disrupt existing value chains, business models and traditional ways of doing things.

A non-exhaustive list of twenty examples of digital disruption is presented. These include well publicised cases such as Airbnb and Uber. Less well-known, but equally important, examples across a broad range of sectors would include Agriculture (Big Data); Accountancy (Cloud Services); Construction and Building Services (3D Printing); Business Finance (Crowdfunding); Healthcare (Wearable Technology); Distribution (Drones and Autonomous Vehicles); Fast Food (Automation); Higher Education (MOOCs – Massively Open Online Courses); Retailing (Showrooming); and Additive Manufacturing.

No industry, no company in Scotland should consider itself immune from the threat of being disrupted. The innovations witnessed since the advent of the Internet twenty years ago are nothing compared to what is coming over the next few years. We ain’t seen nothin’ yet.

The prime cause of disruption is the rapid convergence of closely related disruptive technologies including ubiquitous broadband and mobile connectivity, social media, enterprise social, the Cloud, Big Data, Internet of Things, wearables, intelligent machines, automation and the rise of Gen C - a generation of constantly connected customers and constantly connected employees.

As a consequence, Scottish companies now operate in a digital business environment completely different from even a few years ago. Are we well positioned to maximise the opportunities presented by new technology for driving future growth and competitiveness? Unfortunately, the evidence would suggest not.

While there is growing recognition of the need for our businesses to transform digitally, a major ‘strategic gap’ exists between the current use of digital technology by Scottish companies and the dynamic pace of digital change taking place, between where we are and where we need to be. Digital led change is taking place at a much faster rate than the ability of Scottish business to adapt.

We need look no further than the Government’s own statistics to support the view that the majority of businesses in Scotland remain woefully unprepared for the coming digital onslaught. Based on a representative sample of 4,002 companies, the Digital Economy Business Survey published in March of last year provides the most recent and comprehensive evaluation of the digital progress being made by Scottish business. The report concludes that only 3 per cent of surveyed companies could be described as ‘Digital Champions’ with only 0.2 per cent being ‘Digital Pioneers’. By contrast, a full 81 per cent were classified as ‘Disconnected Doubters’ (13%), ‘Basic Browsers’ (38%) or ‘Tentative Techies’ (30%).

These are very worrying statistics especially given the fact that digital business support to companies in Scotland has been available for almost two decades.

In an era where digital business transformation has become critical, the lack of digital progress being made by the majority of companies in Scotland represents a major threat to the future competitiveness of the Scottish economy.

Adapt or Die

Given the potential impact of digital disruption on employment, growth and national competitiveness, it is essential that Scottish companies make digital a top priority NOW. Developing an appropriate response to digital change is the number one challenge facing Scottish business today. Nothing else comes close. It is no longer acceptable for digital to be seen as a peripheral activity or ‘not relevant to us.’

To remain competitive Scottish business needs to transform digitally, embedding digital at the core of everything they do. This will require the development of digital capabilities in at least three main areas:

  • External: the use of digital to support customer engagement, to deliver exceptional customer experiences and to maximise the efficiency and effectiveness of the sales and marketing effort.
  • Internal: digital applied to internal processes, to build agile, fast moving, flexible organisations capable of adapting to a world of rapid change.
  • Strategy: the development of new business models supported by digital technology.

With a recent report suggesting that four out of ten industry incumbents, across a broad spectrum of sectors, will be displaced by digital disruption over the next five years, Scottish business faces a stark choice – ‘adapt or die’. There are already many examples of companies who have become, or are in the process of becoming, digital dinosaurs due to their inability to adapt.

To support digital business transformation, we urgently require a new breed of senior executive – Digital Business Leaders: leaders who combine high level business knowledge, experience and understanding with the ability to develop digital transformation strategies fully aligned with and supportive of agreed business goals and objectives. Leaders with the confidence and personal skills to drive organisational digital led change. Such leaders remain in very short supply.

Public Policy Implications

While the ultimate responsibility for moving to a much higher level of digital maturity lies with business owners and senior executives themselves, digital disruption also raises important public policy issues.

In June of last year, an ‘Open Letter on the Digital Economy’ from a group of leading US technologists, economists and investors was published on the MIT Technology Review website. The letter called for radical changes in US public policy in a wide range of areas critical to digital success including education, infrastructure, entrepreneurship, trade and immigration. It also called for more research to be undertaken into the impact of digital disruption on the US economy and US businesses.

The ‘Open Letter’ could act as a blueprint for something similar in Scotland.

Digital is already a ‘top agenda’ issue for the Scottish Government with the stated objective of becoming a ‘World Class’ digital nation by 2020. The fact that digital change is taking place at a much faster rate than the ability of our companies to adapt makes it unlikely that this objective will be achieved at least in the business world.

Digital Business Support

The business support network too has a critical role to play, ensuring that the level and type of support available to businesses is ‘fit for purpose’ in an era characterised by turbulent digital change and digital disruption.

There needs to be a much stronger emphasis on creating more Digital Leaders to drive change. All network business advisers in Scotland need to become ‘digital’.

In terms of globalisation, the encouragement of SME exporting has been a major policy objective in Scotland for at least four decades. Much of the export support and advice available to SMEs, however, is stuck in a pre-digital time warp. We urgently require a ‘Digital Supported Export Programme’ to ensure that Scottish companies with export potential begin to leverage the full potential of digital technologies for overcoming barriers to international trade, leading to more rapid globalisation.

With some estimates suggesting that over 40 per cent of jobs could be replaced by digital technology over the next two decades, the time for action is now.

‘Digital Disruption and Small Business in Scotland: A Report for FSB Scotland’ is available here.

As always, comments and feedback on this post are very welcome.

Take care.

Jim H

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Digital Leaders: Even More Urgently Required

In various blog posts and presentations over the last year or so, we have argued that Digital Leaders Are Urgently Required.

While 74% of executives surveyed in Forrester’s State of Digital Business in 2014 Report claimed to have a strategy for dealing with digital disruption, only 15% believed their company had the capability to execute the strategy. Successful digital business transformation, according to Forrester, requires the full support of CEOs to drive investment priorities. However, few CEOs fully understand digital. It is not surprising, therefore, that ‘many executives report that their firms are woefully unprepared to deal with the digital onslaught.’ To correct this, companies need to hire digitally skilled employees.

The ‘digital execution crisis’ identified by Forrester supported earlier research highlighting a major skills shortage in this area. For example, a 2013 report by Capgemini Consulting and the MIT Center for Digital Business entitled The Digital Talent Gap found that missing digital skills were the key hurdle to digital transformation in 77% of the companies surveyed. Similar findings have been reported by IBM, Accenture and others.

Two years down the line, it would appear that digital leaders are even more urgently required. The pace of digital change has accelerated. No industry, no company, no individual is immune from the threat of digital disruption. Yet the shortage of digital leaders remains a major barrier to successful transformation in both the private and public sectors.

In their predictions for 2016, Gartner, IDC and Forrester are all predicting that digital transformation will become the key strategic thrust for most CEOs. Gartner’s research suggests that 125,000 large organizations around the world are starting to launch digital business initiatives; IDC expects the percentage of enterprises implementing advanced digital transformation initiatives to more than double by 2020, from today’s 22% to almost 50%.

Whether the digital leadership skills exist to drive such rapid transformation is questionable.

A November 2015 report by Econsultancy entitled ‘Effective Leadership in the Digital Age’ argued that:

‘‘With the increasing impact of disruptive technologies, rapidly changing competitive environments, and a growing maturity and integration of digital into 'business as usual', organisational leadership itself needs to adapt to a brave new business world…….A new type of leader is required who can bring together a powerful combination of skills to adeptly navigate the rapidly evolving and shifting technological landscape?’’

While the large majority of survey respondents believed that it was 'very important' for leaders to be technology literate in the modern business environment, far fewer believed that the level of digital literacy among their own leadership was strong. Only 28% of those surveyed stated that leadership within their own organisation was ‘very technology literate’. 

One of the main conclusions from Forrester’s own updated survey, The State Of Digital Business 2016 to 2020, is that firms need a better digital talent acquisition and retention strategy:

‘‘As the risk to existing revenue streams becomes apparent, companies will begin a panicked effort to attract digital talent. Companies with a strategy to attract and retain top digital talent will have an advantage in the face of a massive talent shortage.’’

A recent report by the National Audit Office concluded that digital leadership and skills shortages were also a major barrier holding back digital transformation programmes in the Government and public service sectors (NAO, The Digital Skills Gap in Government, December 2015). 

In Scotland, our recent ‘Digital Disruption’ report, prepared for the Federation of Small Business, argues that there is an urgent need to develop digital leadership skills among Scotland’s small business community and that business support advisers throughout the enterprise network will require additional training to develop digital leadership in Scotland’s firms.

As in most other countries, Scotland faces a severe shortage of digital leaders – executives who can combine high level business knowledge, experience and understanding with the ability to develop digital business transformation strategies fully aligned with and supportive of agreed business goals and objectives. Leaders with the confidence and personal skills to digital led organisational change.

Are you a Future Digital Leader?

Registrations of interest in attending our 2 Day Digital Leaders Bootcamp, in association with the University of Edinburgh Business School, are now open.

We are restricting numbers attending to a maximum of 10 so early registration is recommended to reserve a place.

As always, comments and feedback on this post are very welcome.

Take care.

Jim H

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A World Class Digital Nation? (update)

Further to our previous blog post Scotland: A World Class Digital Nation ('Nae Chance'), new evidence appeared this week, in the Harvard Business Review no less, showing that Europe as a whole is in the midst of a digital recession, especially when compared to the US and Asia; a digital recession that will have severe consequences for Europe's global competitiveness. 

Of the 50 countries studied in the Digital Evolution Index, 23 were European (not counting Turkey). Only three of these, Switzerland, Ireland, and Estonia, made it to the commendable “Stand Out” category defined as 'countries with high levels of digital development making them attractive to global businesses and investors, with digital ecosystems positioned to nurture start ups and internet based businesses that can compete globally' - see Figure 1 below.

Even more worrying is that fifteen European countries have been losing momentum since 2008 in terms of their state of digital evolution. This includes the UK, Germany, France, Finland and Sweden.

The report concludes that across Europe, the state of digital evolution has been mediocre and the pace of improvement tepid.  The future competitiveness of the European economy is at stake.

The paper contains the following hard hitting comment:

'This dismal performance points to a glaring, and growing, digital gap as Europeans watch the U.S. and China take the lead in tech innovation. President Obama said it plainly in a recent interview “We have owned the Internet. Our companies have created it, expanded it, perfected it in ways that they can’t compete,” referring to the Europeans. And a recently released report suggests that Europe’s digital divide problem extends way beyond the Atlantic; Europe is a distant third behind North America and Asia for $100 million plus financing for VC backed companies.

We may also be falling behind the Middle East according to one of our most recent blog posts  - Middle East Embracing Digital Transformation. The UAE's position on the graph is very interesting.

While no separate evidence is available for Scotland, there is no reason for thinking that we will be any different from the wider trend in the UK as a whole. While the UK was ranked as fourth in the 2013 digital index based on the four main drivers of Demand, Supply, Institutional Environment, and Innovation, it sits in 34th position in terms of change over time with a negative score of -0.85; a very worrying development.

Figure 1: Digital Capacity Building

Is it time for us to wake up and smell the coffee in terms of the digital progress being made in Scotland and the UK more generally? The spin would have us believe that we will be a world leading digital nation by 2020.  Unfortunately, the Harvard Business School paper suggest that we may be going in exactly the opposite direction. Given the rapid pace of digital disruption, is there a growing gap between where we are and where we should be? 

For full details of the methodology underlying the report and more detailed findings please consult the following links:

Europe's Other Crisis: A Digital Recession 

The Digital Evolution Index

As usual, all comments and feedback welcome.

Take care.

Jim H

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Digital Disruption Top Reads (No. 3)

The third in our regular series of posts covering the best and most recent articles on digital disruption, digital transformation and digital leadership. You can keep up-to-date, on a daily basis, with the rapidly emerging literature in this area by connecting with us on Twitter and Linkedin.

Please also see Reads 1 and 2 in the series.  

Please right click on links to open in a new tab.

Digital to the Core

Our brief review of the new book by Mark Raskino and Graham Waller from Gartner. A very important addition to the growing literature on digital business transformation.

Gartner: ‘Widening gulf’ between digital front-runners and everybody else. Digital Leaders v. Laggards

Real digital business transformation is only underway in one-third of companies (32%) according to Gartner’s recent '2015 Digital Business Survey'. The front-runners are breaking from the pack. A widening gulf is forming between organizations already undertaking digital business initiatives and those stuck in the planning phase. Digital ‘doers’ are already busy transforming corporate culture to support customer-driven change, while the 'planners' are still mired in trying to renovate legacy IT systems.

Forrester: Companies Will Thrive And Fail In The Age Of the Customer In 2016

2016 will prove to be the most consequential year for companies adapting to digitally-savvy, empowered customers, according to Forrester. Empowered customers are changing the market fundamentals for virtually every industry, forcing companies to reinvent their strategy and operations. We are approaching a fork in the road where companies can either make the hard changes to dramatically improve their chances to win in the market or preserve old models and defer transforming their operations at the risk of failure. The paper lists 10 critical success factors that will determine who wins and who fails in the age of the empowered digital customer.

Digital Leadership: Does your firm really have it?

A good overview of the growing need for digital leaders.

At a time when digital is no longer optional, having a digital vision and being ready for the future requires an able digital leadership. Incrementally improving IT performance isn’t enough to grasp the digital opportunity. CIOs need to ‘flip’ from legacy to digital in terms of information and technology leadership, value leadership and people leadership. CIOs will have to recognize the need to adapt their leadership style from “control” to “visionary” to succeed in digital business. The key question, I guess, is whether CIOs can indeed transform themselves?

Interesting thoughts from McKinsey on how to scale your own digital disruption

Companies often spend millions of dollars on digital initiatives that fail to gain traction. The article suggests four main ways to move beyond experimentation to implementing changes that stick – from generated bursts of innovation to institutionalising the game-changing disruption required for sustainable growth. To become digital to the core, companies must scale their digital experiments from work flows to the workforce. Four models for scaling digital disruption are presented: the organizational pivot; the reverse takeover; the spinoff; the piggyback. The ability to scale digital models across the business is a high-risk endeavour which requiring new capabilities in three important areas: disruption of the workforce; disruption of core processes and priorities; disruption of budgets.

The Programmable Economy Will Disrupt Every Facet of the Global Economy

Interesting thoughts from Gartner regarding the next phase of digital business - the programmable economy. As ‘things’ become smarter and more connected, the Internet of Things will create new forms of value exchange, new kinds of markets (including dynamically defined on-demand markets), and new kinds of economies such as the attention economy, the reputation economy, the on-demand economy and the resource optimization economy. New forms of commerce and economic activity, new programmable business models, and new modes of social interaction are already starting to evolve and, eventually, new legal and societal structures will be required. The far-reaching technology-driven transformation of the programmable economy has the potential to disrupt virtually every facet of the global economy.

Gartner's Top 10 Strategic Technology Trends for 2016

The Device Mesh; Ambient User Experience; 3D Printing Materials; Information of Everything; Advanced Machine Learning; Autonomous Agents and Things; Adaptive Security Architecture; Advanced System Architecture; Mesh App and Service Architecture; IoT Platforms

Leadership Behaviours That Drive Digital Success

Our summary of PwC’s 2015 Digital IQTM Survey identifying ten leadership behaviours that drive digital performance.

The Economy of Things 

Good overview of the growing importance of the Economy of Things – the business end of the Internet of Things. With machines beginning to generate more data  than humans, those who manage, organise and analyse this ocean of information will gain high value insights into the functioning of bodies, cars, homes, factories, supply chains—just about anything. When it comes to the IoT, the axiom “knowledge is power” is more than a metaphor.

Work 3.0: Redefining Jobs and Companies in the Uber Age

Companies like HourlyNerd and Lyft are redefining the job marketplace but government has not caught up to the shift. Mess this up and we’ll stifle a major driver of innovation, business creation, and jobs, Also – see the prevailing paradigm of people working as FT employees for a single org has outlived its usefulness, via HBR.

In a technology-driven economy, does management need a fundamental makeover?

Some great papers beginning to emerge in the run up to the 7th Global Drucker Forum 2015 which examine the technology revolution - Robotics, Big Data, Artificial Intelligence, Cloud Computing, and The Internet of Things - through the lens of humanity. The key question addressed: in a technology-driven economy, does management need a fundamental makeover?

The importance of e-leadership in meeting digital challenges

Interesting new research from Henley Business School.

The six building blocks for creating a high-performing digital enterprise

From McKinsey - Strategy and Innovation, Customer Decision Journey, Process Automation, Organisation, Technology, Data and Analytics.

Shortage of digital leaders the most important barrier to progress

Also from McKinsey - most companies have yet to realize digital’s full value, and leadership and talent are among the biggest hurdles to success. Those making headway are reshaping strategies, devoting their best people to digital, and keeping them engaged.


Enterprise software contracts stifle digital business initiatives - especially in the public sector in our experience. 

Taking the measure of the networked enterprise - interesting data on the adoption of Enterprise 2.0 tools.

5 Key Roles of a Digital Business Leader

At last, Business Schools start to develop Digital Leaders

How the 'Digital Halo' can help business leaders see significant competitive gains

The science of organizational transformations - four key actions to change mind-sets and behaviours, via McKinsey.

Make or Break: Why the UK is facing a digital doomsday

Digital disruption - is your industry affected? - via Strathclyde Business School blog.

Hope you find the above useful.

Take care.

Jim H


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