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Develop a North Star In our research, a lack of ‘Vision’ was named as the single most important accelerator to transformation by 80% of the people we spoke to. Having a vision of where you’re trying to get to that’s right for your business was key. It can be ambitious or pragmatic but as long as it is relevant, compelling and up to date (not set by a previous CEO 3 years ago) it provides a North Star to focus an entire organisation. It needs to be there to unite and galvanise everyone in the business to deliver real transformational change, which can be challenging and uncomfortable in the most part, but more often than not can deliver real results. “Digitalisation for us is about using data and technology to solve complex problems. But it always ends up being a lot more. To do it requires different ways of thinking, roles, people, mindsets, and way of working... it requires changing organisational structure and business planning, finance planning, procurement and legal process. It may start small at first, but the consequences are immense – which is often why it’s so difficult” Christiaan Hen, Schipol Airport. Without this clear direction in place one interviewee commented: “I often feel like we’re running around with a hammer looking for a nail to hit” <strong>Transformation</strong> means more than just a website The idea of ‘Digital Darwinism’ has been written about widely over the last few years – the concept that businesses have to Adapt or Die to stay relevant. We’ve seen high profile examples where companies have come out fighting using digital as an agent of change to revitalise their business – Domino’s pizza and Lego being just two such examples. Many companies haven’t reached that ‘crisis’ point – although there is an awareness that they should be doing ‘something’. That something can often result in a superficial vision that talks with excitement about a digital future, with no real clarity as to what shape this takes or how this will move forward. As a result, several of our interviewees talked about a mis-alignment of what digital transformation actually means for an organisation - between the digital team (user focused, organisation wide, tech enabled) and the business leadership (it’s a customer channel) – causing significant friction. There can a tendency to pay ‘lip service’ to digital transformation, publicly promoting change without any real commitment. Planning 1.Vision and leadership
“The board need to put their money where their mouth is. They describe an amazing ambition, it's like I’ve said I’m super committed to a holiday in Hawaii next year, I’m definitely going to Hawaii – but I’m not going to speak to a travel agent, not going to save, not going to plan it. I’m not going to do anything – I’m just going to hope that I’ll arrive in Hawaii next year” Anonymous interviewee ‘<strong>Transformation</strong>’ in these organisations starts and finishes with a new website, or maybe an app if really pushed, and will presumably continue on this trajectory until a crisis point has been reached. 80% said Vision and Senior Leadership focus were the most important factors in accelerating digital transformation Unfortunately, putting a stake in the ground and then not committing to the delivery can have a detrimental effect on the organisation, moving them even further away from the vision they have used to inspire, instead leaving those who believe in transformation confused and despondent. Further down the line, this can in turn make it difficult to attract and retain people when things actually do need to get moving. 19
Page 1: The reality of transformation A rep
Page 4 and 5: Digital transformation has possibly
Page 6 and 7: Expectation digital transformation
Page 8 and 9: Contributors Andrea Daniels Marketi
Page 10 and 11: Our research
Page 12 and 13: What does digital transformation ac
Page 14 and 15: Planning
Page 17: Vision and leadership If anything w
Page 21 and 22: The right leaders Do leaders unders
Page 23 and 24: Top five accelerators to digital tr
Page 25 and 26: Funding and measurement The fact th
Page 27 and 28: One organisation we talked to were
Page 29 and 30: Top five blockers to digital transf
Page 31 and 32: “Culture eats strategy for breakf
Page 33 and 34: “Being a digital organisation mea
Page 35 and 36: “We asked people to change - with
Page 37 and 38: Balance between internal/external r
Page 39 and 40: The ability for an organisation to
Page 41 and 42: Put the framework in place to let o
Page 43 and 44: If the transition from MPV to scale
Page 45 and 46: Whilst our research didn’t focus
Page 47 and 48: About Great State Consumers have hi

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