Leading digital part 1 - Leadership 2020 one of the best 3

Trend matters. So, maybe you think this book and posting about this book is a bit outdated. True but not true. I may argue, it's classic! The book, leading digital is still very relevant. The golden principles and advice from the authors provide full insights to today's us who keep thinking about digital transformation, greater customer satisfaction, and efficiency improvement.

Digital matters - 'Digital matters' no matter what business you are in. So true. Going digital is not just roll-out a new IT system in your organization but it is building a new vision, and operational processes, engaging customers and governing your digital activities. It is a transformative journey step by step. I would not say, this book is the must-have guide or extensive playbook as you will feel the way when you read it. Many global companies proved that 'leading digital’ is the must-read book for their people managers for their organization.

Are we ready for the digital age?

Like the industrial revolution bent the curve of all business areas including human history, the second machine age will do disrupt our world even more and test organizations survive and thrive. Digital mastery companies are having / will have higher levels of profit, productivity, and performance.

Part 1. Building Digital Capabilities Chapter 1 - what is digital mastery?

Digital Masters excel in two critical dimensions - one is the technology which is called digital capabilities and another one is leading changes called leadership capabilities. For the leadership, it should not be buzz words but committed leadership to lead changes toward transformation. In digital mastery there are four dimensions: Then, what is your level of digital mastery?

<reproduced from the book>

Fashionistas - many fancy things here and there but in silos!

• Many advanced digital features (e.g., social, mobile) in silos

• No overarching vision

• Underdeveloped coordination

• Digital culture may exist in silos

Beginners - immature and management is skeptical of the value of digital!

• Management is skeptical of the business value of advanced digital technologies

• May be carrying out some experiments

• Immature digital culture

Digital Masters - strong digital vision and culture!

• Strong overarching digital vision

• Excellent governance across silos

• Many digital initiatives generating business value in measurable ways

• Strong digital culture

Conservatives - overarching digital vision, but may be underdeveloped!

• Overarching digital vision, but may be underdeveloped

• Few advanced digital features, though traditional digital capabilities may be mature

• Strong digital governance across silos

• Active steps to build digital skills and culture

Every company wants to position in Digital Masters quadrant and each industry shows a certain digital DNA in it and a different attitude for digital mastery,

Chapter 2 - creating a compelling customer experience

The customer is the centre of all business. Transforming the customer experience is at the heart of digital transformation as it has changed the way of customer interactions. For instance, old iconic brands like Burberry also bring the retail-theatre concept came into play while insurance groups tried to identify the customer touchpoints that were impacted by digital and across the value chain.

Plus,

Design your customer experience from the outside-in

Increase reach and customer engagement, where it matters, through new digital channels

Make data and analytics the lifeblood of your customer experience reinvention

Seamlessly mesh your digital and physical experience in new ways

Keep on innovation - it’s never over. Every digital improvement in customer experience will open up new possibilities

Chapter 3 - exploiting the power of core operations

Operations are key areas to expect the increases in both efficiencies and innovativeness by the digital transformation of operations processes. There is an example of Codelo, the world largest copper producer how they bring the digital transformation on its dirty, dangerous and labour-intensive mining process. Looks like tedious and too ambitious tasks but the digital transformation is already paying huge dividends at the company. Operations efficiency is the one as well as improved safety. Better operations bring superior productivity.

There was a longtime operational paradox of the non-digital world, but digital transformation breaks it

Plus,

Free yourself from old assumptions of the predigital age

Look for bottlenecks and inefficiencies in your processes, and consider whether new digital technologies can help you rethink your operations

• Consider how each of the six levers may help you improve operations. If you can’t address both sides of a paradox at once, start with standardization or control. This may open up possibilities to address other levers.

• Consider examples from inside and outside your industry.

As with customer experience, a strong digital platform is essential for operational transformation.

Chapter 4 - Reinventing Business Models

​ Constantly challenge your business model with your top team. Monitor the symptoms that drive business model change in your industry - for example, commoditization, new entrants, and technology substitution.

• Consider how you might transform your industry before others do it.

• Consider creating brand-new digital businesses using your core skills and assets.

• Experiment and iterate your new business model ideas. ​