Dr Jim Hamill's Posts (133)

While enormous resources are being spent on digital transformation programmes by the private sector, the results are underwhelming. According to estimates, this year over $1.2 trillion will be spent by companies worldwide on their digital transformation efforts and yet analysis suggests that only 1% of these efforts will actually achieve or exceed their expectations.

The Digital Enterprise: Moving from experimentation to transformation is a practical guide on how to envision, structure, and sequence successful digital transformation efforts. It is an effort by the World Economic Forum, in collaboration with Bain & Company, to help senior executives avoid common patterns of failure and ask the right questions.

Eight early stage failure patterns were identified:

Take care.

Jim H

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Capgemini's recent report Understanding Digital Mastery Today is required reading for anyone invloved in leading digital transformation programmes.

You are not alone in the barriers and obstacles you face!

Based on an extenisve survey of 1,300 executives in over 750 global organisations, the research concludes that many are finding their digital transformation journeys a real struggle. Only a minority of the organisations surveyed have the digital (39%) and managerial (35%) capacities needed to make their digital transformation successful.

Worringly, there has been a significant decline in organisations' general readiness for digital transformation compared to an identical survey carried out six years ago.

The research confims our long-held belief that digital leaders are urgently required.

You can access the full report here - Understanding Digital Mastery Today

The Infographic below presents a snapshot of main findings (please click to enlarge). 

Source: Capgemini, 2018

The implications of these finding will be discussed in more detail at our next Digital Leaders Masterclass taking place on the 4th/5th October, 2018 - Digital Leaders Masterclass.

As always, comment and feedback are very welcome.

Jim H

www.linkedin.com/in/drjimhamill

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Leadership in a Digital Era

The changes brought about by the Internet over the last twenty years are nothing compared to what is coming over the next few years. A convergence of disruptive technologies, combined with the rapid emergence of a new generation of constantly connected, empowered customers and employees (Gen C), is threatening to reshape markets faster than at any time in history.

No industry, no organisation is immune from the threat of being disrupted; just ask your local taxi driver (Uber) or Guest House owner (Airbnb). With labour markets being transformed by artificial intelligence and automation, no individual is immune. 375 million people worldwide may have to switch occupation category by 2030 according to one study (McKinsey, 2018).

Transforming digitally is the number one business challenge facing organisations today. Nothing else comes close. Staying relevant in a digital world is the number one personal challenge we all face.

Digital Leaders STILL Urgently Required

While there is growing acceptance of the need for our organisations to #adaptordie, do we have the digital leaders to drive change? Do our organisations have the leadership capabilities to succeed in a digital era?

Recent research from Capgemini would suggest not – “Understanding Digital Mastery Today: Why Companies are Struggling with their Digital Transformations (2018).”

Based on responses from more than 1,300 business leaders, representing 750 organisations, the study concluded that over 60 per cent of companies lack the digital capacities to drive transformational change. In most of the organisations surveyed, transformation was still at a nascent stage, with only 39 per cent having the digital or managerial (35%) capacities required to implement successful change.

Source: Capgemini, 2018

The Capgemini findings are supported by our own research in this area.

Since April of this year, senior managers representing 200 organisations from 20+ countries have attended our Digital Leadership Masterclasses.  A live Interactive Polling Tool was used to provide high level insight into the State of Digital Transformation 2018 covering the Americas, Europe, the Middle East and Asia.

Key headline findings are as follows:

  • Eighty-six per cent of executives agreed that their industry/their organisation is under threat of being disrupted. Twenty-five per cent stated that ‘big bang’ disruption is taking place NOW.
  • A broad range of technologies and societal changes were identified as having a disruptive impact including mobile connectivity; social media; the cloud; big data & predictive analytics; Internet of Things/Industry 4.0; digital workplaces; artificial intelligence, automation & robotics; 3D printing (additive manufacturing); wearables; augmented and virtual reality (AR/VR); autonomous vehicles/drones; and the Blockchain.
  • Despite growing awareness of the need for change, fewer than one-third of participants agreed that digital transformation had ‘already become mission critical’ for their organisation.
  • Fewer than 25 per cent of respondents claimed to have an agreed digital vision and strategy guiding the future direction of change.
  • Almost two-thirds of the organisations polled (62%) stated that they were facing a digital leadership crisis ‘at least to some extent’.

The Key Traits of a Successful Digital Leader.

Successful digital transformation is first and foremost about changing people, organisation and culture. Technology is just the facilitator of change.

Consequently, a new breed of senior executive is required - leaders of change for the digital era; leaders combining high level business knowledge, experience and understanding with the ability to develop and implement digital transformation strategies fully aligned with and supportive of agreed business outcomes. Leaders who possess both the confidence and personal skills to drive digital supported organisational and people change.

Successful leaders of change for the digital era require a broad range of hybrid skills and experience as shown in the tag cloud below. ‘Knowing about IT stuff’ is no longer enough.

Source: Based on 200 respondents to our Workshop Polling Tool.

Based on the above, we would suggest ten key traits of an effective leader of change for the digital era:

  1. Hyper awareness of the external digital landscape, the disruptive technologies and associated societal changes reshaping industry.
  2. The ability to develop a clear digital vision and strategy fully aligned with and supportive of agreed business goals and objectives.
  3. Identification and prioritisation of digital initiatives combined with strong digital governance skills to prevent a proliferation of uncoordinated activity.
  4. The ability to win senior management/board support, commitment and resource to drive organisational transformation.
  5. Strong project and programme management skills. The ability to deliver change ‘on time within budget’; the tenacity to keep transformation programmes on target.
  6. Change management competencies. The personal skills and empathy to overcome organisational, people and cultural barriers to change.
  7. Hybrid management skills (technology AND people) to break down organisational silos, restructuring the organisation around customer journeys.
  8. A strong focus on performance measurement but with the ability to be flexible depending on changing circumstances.
  9. Informed decision-making based on actionable insight derived from data and advanced analytics.
  10. A future looking perspective to cope with the rapid pace of digital change taking place.

Given the strong link that exists between digital maturity and future competitiveness, these are worrying statistics.

Even more worrying is the sharp decline in firms’ general readiness for digital transformation compared to an identical study carried out six years ago - Capgemini Consulting and MIT Sloan’s 2012 report, “The Digital Advantage: How Digital Peers Outperform Their Peers in Every Industry”; a report which provided the basis for the best-selling ‘Leading Digital‘ book.

Despite the huge investments currently taking place in digital transformation initiatives, set to exceed $2 trillion by 2021, most organisations today feel less equipped with the right digital leadership skills compared to 2012. Many current initiatives will fail.

The challenge for organisations is to develop leaders of change for the digital era.

___________________________

Our next ‘Leading Digital’ Executive Masterclass, in association with the University of Edinburgh Business School, takes place on the 4th/5th October, 2018. Full details can be found here - Digital Leaders Masterclass.

If interested in coming along, please do not hesitate to contact me for an informal chat.

As always, comment and feedback are very welcome.

Dr Jim Hamill

www.linkedin.com/in/drjimhamill

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One for discussion at our next 'Leading Digital' Masterclass, Digital Landscape Analysis session. 

Gartner has recently presented their top 10 strategic technology trends for 2019.

The emerging technologies likely to have the most disruptive impact over the next five years include:

1. Autonomous things

By the year 2021,10% of new vehicles will have autonomous driving capabilities, up from 1% in 2017. Major automobile manufacturers will reach level four autonomous driving by 2021, which bascially means the car will drive itself.

2. Augmented analytics

The number of citizen data scientists will grow five times faster than the number of expert data scientists, supported by augmented analytics and AI.

3. AI-driven development

By 2022, 40% of new application development projects will have AI co-developers on their teams.

4. Digital twins

50% of large industrial companies will use digital twins by 2021 generating significant improvements in productivity and efficiency. A digital twin is a digital representation of a physical object e.g. factory, oil filed etc.

 5. Empowered edge

Storage, computing and advanced AI and analytics capabilities will expand the capabilities of edge devices through 2028.

6. Immersive experience

70% of enterprises will be experimenting with immersive technologies for consumer and enterprise use by 2022.

7. Blockchain

The blockchain will create $3.1 trillion in business value by 2030.

8. Privacy and ethics

By 2021, organisations lacking in privacy protection will pay 100% more in compliance costs than best-practice-adhering competitors.

9. Smart spaces

Smart spaces, physical or digital environments populated by humans and enabled by technology, will become increasingly connected, intelligent and autonomous.

10. Quantum computing

By 2023, 20% of organisations will be budgeting for quantum computing projects compared to less than 1% today.

Hyper awareness of the external digital landscape; the disruptive technologies and associated societal changes reshaping your industry; the opportunities and threats presented for your own organisation; the gap that exists between your organisation’s current level of digital maturity and where you should be, are key traits of a successful digital leader.

How will the trends identified by Gartner impact on your own organisation?

Detailed advice on undertaking a Digital Landscape Analysis will be presented during our next Digital Leaders Masterclass taking place on the 4th/5th October, 2018 in association with the University of Edinburgh Business School.

Please register if you would like to attend. I will then contact you to discuss in more detail.

Read the full article here.

Dr Jim Hamill

www.linkedin.com/in/drjimhamill

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Since May of this year, we have delivered eight of our highly regarded ‘Leading Digital’ Executive Masterclasses, including two five-day programmes, four three-day programmes and twice through online delivery over a five-week period.

Senior managers representing 200 organisations, from 20+ countries, have participated. A live Interactive Polling Tool was used to provide high level insight into the State of Digital Transformation 2018 covering the Americas, Europe, the Middle East and Asia.

Key highlight findings are summarised below:

1.  To what extent is your industry, your organisation, under threat of being disrupted?

Eighty-six per cent of executives agreed that their industry/their organisation was under threat of being disrupted. Twenty-five per cent stated that ‘big bang’ disruption is already taking place.

A broad range of technologies and societal changes were identified as having a disruptive impact including mobile connectivity; social media; the cloud; big data & predictive analytics; Internet of Things/Industry 4.0; digital workplaces; artificial intelligence, automation & robotics; 3D printing (additive manufacturing); wearables; augmented and virtual reality (AR/VR); autonomous vehicles/drones; the blockchain; together with the emergence of a new generation of constantly connected, empowered customers (Gen C - who have also become our constantly connected employees).

Note: Based on the Short Fuse: Big Bang model for evaluating the extent to which different industries will be digitally disrupted (size of the ‘bang’) and the time period over which disruption will take place (length of the ‘fuse’).

2.  To what extent is digital transformation a priority for your organisation?

Despite growing awareness of the need for change, fewer than one-third of participants agreed that digital transformation had ‘already become mission critical’ for their organisation. While transformation was ‘emerging as a priority’ in over half of the organisations surveyed, fewer than 25 per cent of respondents claimed to have an agreed digital vision and strategy guiding the future direction of change.

3.  List the main barriers and obstacles to transformation change within your organisation.

Participants identified a wide range of obstacles to the successful digital transformation of their organisation. Echoing other research in this area, people, organisation and culture, NOT technology, emerged as the main change barriers. Only five percent of those polled stated that their organisation had a well-developed action plan to overcome these barriers.

4.  Who is leading digital in your organisation?

A wide range of answers were received to this question ranging from ‘no one’ to the CEO. Almost two-thirds of the organisations polled (62%) stated that they were facing a digital leadership crisis ‘at least to some extent’.

5.   The key traits of a successful digital leader.

Successful digital transformation is first and foremost about changing people, organisation and culture. Technology is just the facilitator of change.

Consequently, a new breed of senior executive is required - leaders of change for the digital era; leaders combining high level business knowledge, experience and understanding with the ability to develop and implement digital transformation strategies fully aligned with and supportive of agreed business outcomes. Leaders who possess both the confidence and personal skills to drive digital supported organisational change.

Respondents agreed that successful leaders of change for the digital era required a combination of hybrid skills and experience as shown in the tag cloud below. ‘Knowing about IT stuff’ is no longer enough.

Our next ‘Leading Digital’ Executive Masterclass, in association with the University of Edinburgh Business School, takes place on the 4th/5th October, 2018. Full details can be found here - Digital Leaders Masterclass.

If interested in coming along, please do not hesitate to contact me for an informal chat.

As always, comment and feedback are very welcome.

Take care.

Jim H

 

 

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An interesting series of short videos from McKinsey profiling the digital transformation of DBS Bank based on an interview with CIO David Gledhill.

Highly relevant to our 'Leading Digital' workshops- The Three Key Elements; Digital to the Core; Our Rallying Call: Becoming the "D" in GANDALF; Our Outcomes; A Scorecard for our Mission; Advice for Others on this Journey.

"The digital transformation of any enterprise is a herculean task requiring a willingness to embrace cultural change, the ability to immerse the entire organization in the customer journey, and a total commitment to digitize to the core. DBS Bank Chief Information Officer David Gledhill shares his insights on DBS’s digital transformation with McKinsey’s Vinayak HV, a partner in the Singapore office".

 The Three Key Elements

 

Digital to the Core

Our Rallying Call: Becoming the "D" in GANDALF

Our Outcomes

A Scorecard for our Mission

Advice for Others on this Journey

The full article can be found here.

Jim H

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Football fans (soccer to our North American friends) should find the two videos below to be of interest.

How Bayern Munchen uses digital technology to enhance the fan experience at the Allianz Arena.

A big thank you to 'Gunner' fan Mohammed AlGhazali from the Strathclyde Business School MBA programme (Bahrain) for showing me these during the recent Digital Leaders workshop in Abu Dhabi.

Having experienced every senior football ground in Scotland, annually for the last 50 plus years, the only thing i can add is 'if only'.

Take care.

Jim H

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According to a recent report by Capgemini Consulting, organisations are now convinced of the benefits AI can bring. The key question now is where and how they should invest.

The research, freely available here Turning AI into concrete value: the successful implementers’ toolkit, offers a pragmatic guide helping organisations in their AI investment decisions.

Based on an analysis of over 50 AI use cases, together with a survey of over 1,000 senior executives, the report presents interesting case examples of AI delivering tangible business benefits across a range of different industries. Highly practical advice is provided in terms of devleoping an AI strategy and roadmap for your own organisation.  

Implemented effectively, AI can deliver real business benefit in four main areas as summarised below:

Figure 1: How AI is Driving Business Benefits

The report also provides a useful definition of what Artificial Intelligence is.

"Artificial Intelligence encompasses a range of technologies that learn over time as they are exposed to more data. The definition we used in this report is that AI includes speech recognition, natural language, processing, semantic technology, biometrics, machine and deep learning, swarm intelligence, and chatbots or voice bots."

Figure 2: What is Artificial Intelligence

The full report can be accessed here - Turning AI into concrete value: the successful implementers’ toolkit

Jim H

 

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The concept of Digital Operating Advantage is one of the key issues discussed during our ‘Leading Digital’ Masterclasses.

It refers to the way in which organisations can leverage the full potential of emerging technologies to streamline internal processes and systems, improve efficiency, reduce costs, building a more collaborative, cost efficient, agile, responsive, data driven organisation, ‘fit-for-purpose’ in a digital age.

The successful deployment of an Enterprise Social Media (ESM) platform is critical in this respect as highlighted in the video below.

 

The key term above is ‘successful deployment’. While ESM platforms have been adopted by many organisations as the cornerstone of their internal digital transformation, new research published in the MITSloan Management Review suggests that expected benefits in terms of knowledge sharing, collaboration and efficiency are seldom realised. The main reason for this is poor ESM implementation.

Key conclusions of the research are as follows:

  • Employees often ‘get lost’ during the implementation of ESM platforms because of the disconnect between technology and the cultural change required to leverage the full potential of these platforms.
  • ESM is too often introduced into workplaces as a siloed system. A more strategic approach is required with ESM becoming a core component of an organisation’s digital portfolio, fully integrated with and supportive of employees’ daily work.
  • Too often, ESM is added to an already tangled web of technologies meant to support communication and collaboration. The net outcome is that fewer than 30% of employees and only 8% of executives contribute to ESM on a regular basis.
  • As more organisations become attracted to the benefits of digital workplaces, IT departments are asked to equip employees with a rich and integrated digital portfolio including team collaboration software, project management tools, chat-based software, internal knowledge management systems, intranets and so on. However, in most cases, there is a failure to articulate and communicate to employees how they are expected to use these tools in their day-to-day, job-related tasks.
  • The failure to articulate and communicate runs the risk of employees becoming lost in the transition to a more social, collaborative way of working. Connecting to ESM platforms often requires employees to disconnect from existing patterns of communication and collaboration such as email. This is not easy to achieve and can create resistance to change unless managed properly. Weaning people away from their email comfort blanket is no easy task.
  • To increase adoption and improve efficiency, ESM should be established as the hub connecting multiple IT systems, business applications, collaborative tools and other digital platforms. With proper integration, using APIs, employees should be able to access all digital platforms such as the corporate intranet, email, directories, document-sharing tools, forums, blogs, wikis and third-party web applications seamlessly from the ESM platform. Most ESM platforms such as Salesforce Chatter, Microsoft Yammer and Teams, Facebook Workplace etc offer open APIs that enable interoperability between ESM and other information technologies.

In conclusion, the MITSloan research supports our own contention that successful digital transformation is not just about technology – it requires the effective integration of strategy, people, processes, systems, organisation, culture AND technology.

The failure to recognise these mutual dependencies is one of the main reasons why many attempted transformations will fail. The successful implementation of Enterprise Social Media within your own organisation is a cultural as well as a technology challenge.

Read the full article here.

As always, comment and feedback are very welcome.

Take care.

Jim H

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Following our recent post Charting the Digital Transformation Genome, a HBR paper examines the reasons why some high profile digital transformation programmes fail based on the experiences of compaies such as GE, Lego, Nike, Procter & Gamble, Burberry, Ford and others. All case examples of heavy commitments to digital capability development which failed to meeet basic financial performance objectives.

The authors present four main reasons for failure:

First, there are a very wide range of factors that impact on a company's performance as much or even more than digital. Managers, therefore, should not view digital as a panacea.

Second, digital is not just about technology. Successful digital transformation is an ongoing process of changing the way you do business. It requires investment in new skills, people, projects, infrastructure as well as IT systems. It involves the integration of people, technology and business processes, combined with digital leadership, continuous monitoring and intervention from the top.

Third, digital investments need to be calibrated to the readiness of your industry, both customers and competitors, have a clear strategic fit with overall corporate objectives and hardwired to value.

Finally, companies should be careful that the investment in digital does not destroy traditional sources of comptitive advantage. The prospect of launching a sexy technology-based business can be tantalizing but can result in executives paying too much attention to the new and not enough to the old.

You can access the full article here - Why So Many High Profile Transformations Fail.

 Take care.

Jim H

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According to Anthony Abbatiello, principal, Deloitte Consulting and global leader of Deloitte Leadership, $400 billion is wasted every year in failed digital transformations. Even though many companies profess to have digital strategies, they don’t fully understand what it’s actually going to take or haven’t pinpointed what they want the business to look like.

There’s also an element of “executive tourism” as senior managers see things they like in Silicon Valley and seek to cut-and-paste them into their own organizations.

So, they embark on “random acts of digital” rather than create a cohesive strategy. They invest in digital technology and are disappointed when the expected massive change (and returns) don’t appear.

Despite such failure rates, digital transformation can be successful. But, it’s going to take a mind-set metamorphosis to put digital DNA at the organization’s core. HR has a critical role to play.

Read the full article here.

Jim H

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Since the digitization of music, the need to find new methods of access and distribution to music has become more prevalent. Since the birth of Napster, Kazaa, and Limewire, the music industry has taken a hit in terms of music sales. Listeners have easier access to content, while the creators of said content aren’t necessarily getting the bang for their buck.

So, how does introducing blockchain technology affect the accessibility and distribution of music? I turned to international house music DJ, Gareth Emery, and why his latest project, Choon, is the music industry of the future.

Read the full article here.

Jim H

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A recent McKinsey podcast examined how technology has affected employment and incomes in manufacturing and other sectors and whether automation could widen the gap between high- and low-income jobs.

Automation could reduce workers’ wages, further widen the gap between rich and the poor. Smart policies will be required to prevent unemployment and wage friction in the future.

Click the image below to be taken to the podcast page.

Read the full article here.

Jim H

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Artificial intelligence and robotics are disrupting every aspect of work and redefining productivity. The old ways of working, assessing capabilities, hiring and compensation, are undergoing a massive change.

A recent Knowledge@Wharton conversation discussed what this means for individuals, organizations and countries. Managerial jobs and tasks that are repetitive in nature will be displaced and the ability to learn new skills will be critical for individuals who want to stay relevant. Companies will need to devise new ways of training and assessing the skills of employees while countries must develop a learning ecosystem.

“Work will be more contractual in nature and deep technical skills, creativity and learnability will be at a premium.”

Read the full article here.

Jim H

 

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According to a recent survey by McKinsey, the way companies engage with customers and the tools supporting customer interaction will change dramatically over the next few years.

An omnichannel world will emerge with customers having access to a wide range of digital contact options for interacting with companies, not just the traditional call centre. Fully 75 percent of customers will use multiple service channels. This will include web sites, apps, social media, chat and voice.

Frontline robotics will also play an important gatekeeper role, helping to determine customer requests and handle simple issues. The report estimates that robots will be able to fully resolve 30 to 50 percent of all customer requests.

The emergence of omnichannel digital options will not mark the end of human contact centre agents. However, their role will change significantly, handling only the most complex requests, supported by robotics and artificial intelligence analysing large amounts of data and voice recognition patterns to communicate insights and recommendations to agents.

Manual work will be widely automated, allowing agents to focus fully on advising customers, delivering enhanced customer experiences, pursuing cross-selling and upselling opportunities. To achieve performance excellence in this future state, the report concludes that talent management and coaching will be crucial in empowering agents to seamlessly handle complex requests.

Five key dynamics transforming the customer care industry are identified:

  • Inbound calls will decline in number or be eliminated
  • Digital-care channels are already the starting point for most customer-care interactions
  • Large investments will be required to improve the skills of customer-care workers
  • High-end customised experiences will require companies to rethink customer engagement
  • New technology providers will flood the customer-care space, so companies must choose wisely

You can access the full article here.

Well worth a read.

Jim H

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Next week I will be in Iceland delivering two half-day workshops.

The first session will examine the changing role of HR in an era of digital disruption.

The key motion being discussed during workshop two is whether marketing, as we know it, is becoming obsolete. Is the convergence of disruptive technologies (mobile connectivity, social media, the cloud, big data, predictive analytics, algorithms, IoT, AI, automation, cognitive computing, augmented reality and the blockchain), combined with the rapid emergence of a new generation of constantly connected customers (Gen C), leading to the end of marketing as usual?

Key discussion points will include:

  • Has the marketing profession adapted quickly enough to the digital era? Does the profession need to #adaptordie?
  • Are we viewing the world as it is or as we have always known it? Are we operating with out-of-date marketing paradigms? What are the new ‘rules’ of sales, marketing and PR in an era of customer empowerment? Content and engagement not broadcasting? Marketing as a two-way conversation with your customers?
  • Gen C - are we aligning marketing with the buying behaviour and growing expectations of constantly connected customers and digital natives?
  • On the web, do we still view customers as passive sheep just waiting to be driven to our web site? Is the linear sales funnel still relevant when ‘prospects’ and ‘targets’ are now in control?
  • Is ‘social selling’ the new B2B marketing?
  • What are the implications for brand management when the brand has become the customer experience of the brand, experiences that are widely shared across social platforms?
  • Should we all just ‘shut up and listen’, developing actionable insights from social media conversations?
  • Have social customer service, managing the online customer experience, word-of-mouth and community engagement become the new pillars of marketing success?
  • Is SME export support policy stuck in a 35 year, pre-digital time warp?
  • Do we need a new approach to measuring marketing performance and business impact?
  • What new marketing skills are required in a digital era? Are we developing next generation marketers? Is our marketing education system 'fit-for-purpose'? Does academic research in marketing have any relevance today?
  • How will emerging technologies such as the Blockchain, Big Data, IoT etc impact on marketing?
  • Are we ready for Marketing Darwinism, a phenomenon when technology and society evolve faster than our ability to adapt?

Hopefully, it will be an interesting session.

As always, comment and feedback are very welcome.

A follow-up post will cover the key questions being addressed in the HR session.

Comment and join in the discussion on LinkedIn here.

Take care.

Jim H

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Industry 4.0: Infographic

Connected devices are set to transform manufacturing, from demand forecasting to inventory management. While the vast majority of firms recognise the opportunity, many remain behind the curve in terms of adoption. 

The Infographic below summarise the current state of play. 

Click the image to view in full-size.

View source article here.

 Jim H

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Digital native companies have captured value from established businesses because of their innovative use and development of technologies, business models and customer experiences.

According to a recent study by McKinsey, however, an overlooked element in the success of these companies has been their use of next-generation operating models defined as:

"The continual effort to improve end-to-end customer journeys and business processes by applying advanced technologies and sophisticated operational methods in an integrated manner. The combination typically results in, or is built around, a business model that is new to the industry and allows the company to move, adapt, and scale quickly."

By applying next-generation operating models, traditional companies can develop the agility and customer focus needed to fend off challenges from digital natives.

As shown in the Infographic below, there are three main components to a next-gen operating model:

  • Continually improving the end-to-end customer journey with a clean sheet approach.
  • Establishing agile ways of working through journey-focused teams.
  • Integrating technology with operations by testing and learning.

Accelerating the shift to a next-generation operating model involves taking three mutually reinforcing actions at once.

The full article can be found here.

Take care.

Jim H

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Digital Nation Round Table

I have been invited to participate in a Scottish Business Insider/BT Digital Nation Round Table this coming Friday, being held at the University of Strathclyde's new Technology Innovation Centre (TIC). 

A number of challenging questions have been presented to provide focus to the discussion.

Friends and colleagues will know that I have strong views on most of the issues listed below which I will be expressing on the day.

I would be interested in your own thoughts and comments which I will be happy to communicate to the group.

If you would like to comment, please do so on Linkedin at Digital Nation Round Table.

  • Is Scotland's digital ambition/strategy ambitious enough? What can we learn from other small countries?
  • How can we keep pace with digital disruption in the economy?
  • Is the focus too narrow, does a digital agenda need to be driven out across the policy spectrum?
  • What should digital transformation in the public sector look like?
  • Are national targets required and what metrics can be used to measure progress?
  • Is it deliverable? What are the barriers and how can they be overcome?
  • What cultural shift or behavioural change is needed to bring about the scale of reform needed?
  • How do we instil trust with the public at large on how the public sector manages cyber resilience and the use of personal data?
  • Is the pace of change fast enough? How do we ensure no one is left behind?

An edited transcript of the Round Table will appear in the March/April issue of Insider.

Thanks and take care.

ps - my own thoughts on the questions listed above have been expressed in a number of previous blog posts - please see https://www.linkedin.com/in/drjimhamill/detail/recent-activity/posts/

Jim H

 

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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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