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The Digital Transformer – The Risk of doing nothing in 2016 is the biggest risk of all.

Posted on 8/06/2017 by Gary Fay

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Typically the IT leader is the biggest change agent in the company but what happens when Business Change straddles new business domains – who has the knowledge ?

Companies who have already worked out ‘Digital Transformation’ are likely to have a Digital transformer, this is a Digital Change Agent with the ability to help a company really jump ahead of the field and disrupt the natural journey. 

We are seeing the true Digital transformers focusing on growth as the key driver of their digital business strategy whereas the competition or at least those who are still unsure (the digital followers) are not yet committed.  

Digital Talent is in such short supply – the forward thinking leader is already considering their digital resource planning.    

A Digital Transformer understands what digital can do for their businesses and importantly, that it’s not just a tool for improving business efficiency but something more involved and insightful – it’s a business cultural change – inwardly and outwardly.

Business transformation or Digital Transformers allow their ambitions and investment plans to set the pace and those leaders in a business who really are forward thinking should allow these actions to become a core expectation for their future business strategy.

Accenture recently surveyed over 1000 C Suite executives from around the world and across different sectors and found that digital transformers have already figured out where digital can make the biggest difference.

In short, they plan to invest more than the competition in the areas seen as important for digital transformation.

Some of the key Accenture findings are:

  • Digital transformers focus nearly twice as much of their digital investments on growth (40 percent) as digital followers (23 percent).
  • Digital transformers expect to excel in areas that illustrate this growth focus: sales (58 percent vs. 31 percent for digital followers), new sales channels (55 percent vs. 30 percent for digital followers), new products and services (58 percent vs. 34 percent for digital followers), and customer experiences (70 percent vs. 53 percent for digital followers).
  • Digital transformers consider the full range of digital technologies to be very important, in some cases nearly double to the digital followers. They have planned for significantly higher levels of total capital and intangible investments accordingly.
  • Disruption will be created for midsized companies by both large and small companies.
  • There is a real appetite for digital transformation across the major geographies. A majority of respondents across all regions expect complete or significant transformation from digital technology.
  • Digital transformers are accelerating adoption of an integrated digital business strategy as a response to customers’ redefinition of markets. Moreover, it is digital technology that enables these markets to change the nature of competition across industries.
  • Previously, transformation initiatives were largely driven from the inside-out—with processes such as Lean Six Sigma, Zero-based budgeting, Business Process Re engineering starting deep inside the organizations until their successes were obvious and then copied by their competitors.
  • Because this approach clearly threatens companies' long-held market positions, the best strategy to stay ahead of the competition is to adopt a consumer or outside-in view. This approach provides growth opportunities that are greater than traditional market definitions.
  • Digital channels and social solutions make decisions and actions visible to everyone. This also motivates companies to eliminate latency, break out of the traditional market cycle, and allows them to respond to evolving customer needs and feedback at lightning speed.

Don’t be a Digital Follower. The key risk for any IT leader is being stuck in two minds – ‘do it now’ or ‘wait and see’. The Risk of doing nothing is the biggest risk of all.

Some key questions to consider

  • How does your competition view digital transformation?
  • What are the new business models, new trends and new digital technologies that you most need to watch out for—and exploit?
  • Do you explicitly focus your digital strategy on new growth opportunities or is digital just another marketing or efficiency programme?
  • Which of your senior leaders should be responsible for your digital effort? To what extent must it be a shared responsibility?

identifi global has a team of recruitment specialists who can source leading digital professionals for roles across IT, marketing, creative and design, coupled with our Business IT and Business Change practice –let us put you in touch with the best talent.

We pride ourselves on identifi-ing and working with the best talent and placing them with the best clients. 

Change is coming fast!

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