How To Make More DIGITAL APPROACH - THE WAY FORWARD
We are talking about digital travel. The old indecisive approach won't work; You need absolute clarity on digital needs, customer digital vision, strong leadership and unmatched agility. If there's one theme I hear consistently, it's that consumers expect the brands they interact with to deliver a flawless digital experience. This applies to all types of industries, be it retail, information technology or any other, and each has its own way of defining the digital experience.
I recently saw a few stores in my area, one going out of business (Toys"R"Us) and another going through a transformation (Target) with a new consumer experience. The reasons for going out of business can vary, but mostly, companies born before the digital age need to change drastically to stay relevant, and that starts with digitally transforming small business processes that lead to great consumer experiences.
As we know from experience, average resources do not move between business units in large organizations. And this is doubly true for digital methods, which require special attention. Project managers in many organizations lack clarity about what "digital" means to their approach. They underestimate the extent to which digital is disrupting their businesses, accounts and projects. They also ignore the speed at which digital ecosystems are blurring industry boundaries and changing the competitive balance. What's more, responding to digital by creating new businesses and diverting resources from old ones can be risky for individual project managers and executives, who may be slow to adopt the necessary changes.
In my experience, the only way leaders can cut through passivity is to take bold steps to understand the following areas:
You have to fight resistance to change. You must understand the customer's perspective on the digital journey through programmatic efforts. As you go along, you should visualize your powerful digital approach by inspecting the results. And you must contend with the impossibility of knowing – a constant challenge given the simultaneous need to digitize your core and innovate with new business processes.
1. Resistance to change
Many project managers and senior executives are not fully digital-savvy, much less up to speed in the way they operate their business or in the changing competitive landscape. It is challenging. Project managers who are not familiar with digital are more likely to fall victim to the "shiny object" syndrome: investing in great digital technology without a clear understanding of how they will create value in their own account/project. They are more likely to make fragmented, overlapping or suboptimal scale digital investments; Initiate in wrong order; or omitting basic moves that enable more advanced individuals to pawn. Ultimately, this lack of grounding slows down the rate at which a business can deploy new digital technologies. In an era of strong first-mover advantage, winners are routinely leading the way in using cutting-edge digital technologies to stay ahead. A merely remedial understanding of trends and technology has become dangerous.
Improve your technology skills -
For inspiration on how to leverage your account's collective technology expertise, consider the experience of a global IT firm that knew it had to digitize but didn't think its leadership team had the wherewithal to drive the necessary changes. The company has developed a digital training portal to help educate its leadership about relevant digital trends and technologies. Training leaders bring in outside experts on specific issues that the company lacks sufficient internal expertise to address.
Complementing the training effort was an organization-wide assessment of digital capabilities and an assessment of company culture. It has provided a foundation of information that everyone can understand what an organization needs to build upon during digital transformation. It can help project managers and executives prepare for new technology skills.
2. Understand the customer's perspective on the digital journey
Leaving digital first movers behind can be dangerous for the future of your project/account. But many account heads or executives realize digital—making big bets, building new businesses, siphoning assets from old ones—is dangerous to their own futures. If you want to drive big digital moves, you must understand the customer's perspective on the digital journey and combat the fears that your top team and managers will inevitably have.
Successful projects in creating a digital customer value proposition don't get there by accident. They create a clear vision of how they will meet their customers' digital needs, set goals against that vision,The old indecisive approach will not work; You need absolute clarity on digital needs, customer digital vision, strong leadership and unmatched agility. This applies to all types of industries, be it retail, information technology or any other, and each has its own way of defining the digital experience. The reasons for going out of business can vary, but mostly, companies born before the digital age need to change drastically to stay relevant, and that starts with digitally transforming small business processes that lead to great consumer experiences. They underestimate the extent to which digital is disrupting their businesses, accounts and projects. What's more, responding to digital by creating new businesses and diverting resources from old ones can be risky for individual project managers and executives, who may be slow to adopt the necessary changes. Resistance to change Many project managers and senior executives are not fully digital-savvy, much less up to speed in the way they operate their business or in the changing competitive landscape. Project managers who are not familiar with digital are more likely to fall victim to the "shiny object" syndrome: investing in great digital technology without a clear understanding of how they will create value in their own account/project. The company has developed a digital training portal to help educate its leadership about relevant digital trends and technologies. It has provided a foundation of information that everyone can understand what an organization needs to build upon during digital transformation. If you want to drive big digital moves, you must understand the customer's perspective on the digital journey and combat the fears that your top team and managers will inevitably have.
The company has developed a digital training portal to help educate its leadership about relevant digital trends and technologies.The The old indecisive approach will not work; You need absolute clarity on digital needs, customer digital vision, strong leadership and unmatched agility. Resistance to change Many project managers and senior executives are not fully digital-savvy, much less up to speed in the way they operate their business or in the changing competitive landscape.This applies to all types of industries, be it retail, information technology or any other, and each has its own way of defining the digital experience. It has provided a foundation of information that everyone can understand what an organization needs to build upon during digital transformation. They underestimate the extent to which digital is disrupting their businesses, accounts and projects.
