All posts tagged: Digital Transformation

Book Cover of Digital Transformation by Alessandro Braga

Book Review: Digital Transformation by Alessandro Braga

I tend to avoid Italian business books, as too often, their approach is very narrow in terms of thinking, or not useful in terms of business impact. But I do respect a lot the work of Talent Garden, and Italian start-up that focuses on creating co-working spaces, but also nurturing a healthy start-up environment and fostering Digital Education. So I was very interested in reading this short book, as one of the few focusing on Digital Transformation currently available in Italy. Alessandro Braga is presently the Chief Digital Officer of Talent Garden. I must say that I was a bit disappointed. The problem I see in this book, (and many more written by people working in start-up environments) is that they have a simplistic view of the world. And unfortunately this comes up from the structure of the book, well thought in terms of construction of the chapters, but weak of recipes replicable in a traditional organisation. The introduction, by Alessandro Rimassa, one of the cofounders of Talent Garden, is genuinely fully aligned with my thought process …

Customer and Chef in a Japanese Restaurant

Who Owns the Experience?

We have all heard the concept of Experience Economy that dominates the evolution of our world today. Most companies have realised the importance of thinking in terms of experience and have started adapting, focusing on Customer Experience as one of the critical drivers for success. People have been nominated Chief Experience Officers, a number of design tools are put in place to support this, a number of other more focused “experience” concepts are appearing around (Content Experience, User Experience, Product Experience, Digital Experience, Employee Experience, Supplier Experience…) but one question comes over and over again.  Who Owns the Experience? Most of the resources I’ve accessed state that we need to create some ownership at a very senior level (like the already mentioned Chief Experience Officer or Chief Customer Officer).  Think of this person as being like a film director (…). Just as a film director is responsible for producing a cohesive and engaging film, your “director” of customer experience is in charge of building a cohesive and engaging customer experience program. Roy Barnes and Bob Kelleher, Who Owns Customer Experience Unfortunately, stating that just one person “owns” …

Book Review: Scrum 101 by David Lowe, James Wyllie and Jiten Vara

There are moments in which you need a practical handbook to guide you through the tools of a specific topic in an easy to read and accessible format. This is Scrum 101 by David Lowe, James Wyllie and Jiten Vara, a book that we can genuinely define nimble and agile in the way it delivers context and clarification on the Scrum methodology.  Scrum is the fundamental methodology to deliver agile in organisations, yet it is often one of the most misunderstood frameworks.  The book provides answers to the most frequently asked questions about Agile with Scrum. It is based on real questions through the workshops that the authors have facilitated and thus has an efficient focus. Most of the chapters are therefore framed into a question, making this very much resemble a FAQ collection. Although the Scrum framework is well defined, it is flexible so that it can be turned to your individual circumstances. This is part of the Scrum’s beauty. Unfortunately, although Scrum seems simple in theory, putting it into practice is not so easy. Scrum 101, page 126 This book …

Why do Digital Transformations fail?

There are many articles recently looking at why Digital Transformation projects are failing. A recent survey by Accenture among 1350 global executives, which collectively invested over 100 billions USD on scaling digital innovations, shows that 78% of companies struggle to see results. This confirmed the 2017 survey results from Bain that showed that only 5% of digital transformation projects were successful. we learned that few companies win, most struggle and some are left with complete disappointment. This rings true especially as companies shift from improving the efficiency of their operations to generating new value for customers.  Accenture, Retink, Reinvent, Realize But what are the reason for this? I’ve tried to compile a list here based on some of the most known articles on the topic. A collection of challenges The first two challenged have been identified in the above-mentioned Accenture research by Mike Sutcliff, Raghav Narsalay and Aarohi Sen and published on HBR. Unspoken disagreement among top managers about goals: if senior managers’ don’t agree on the priorities, or on how to measure success, it is difficult for the organisation …

Organisation Design for Agile: Start with Governance

As we approach (re) organisation design work to support business transformation, we are often faced with the fact that few organisations address one of the critical components of Org Design: Governance. It’s essential to make decisions on who decides, at all levels of the organisation, to avoid stall and bottlenecks. A truly agile organisation can only be built on a firm decision making backbone. I’ve recently been involved in a large organisational redesign process, and have kept meeting functional leaders who always started the discussion by introducing a new Org Chart for their function. I’ve already discussed the fact that I think Organisational Charts way too often end up being a simplistic representation of an Organisation. What however is way too often missing in these design efforts, are answers to what I think are the key questions to be answered in organisational design: How do we align on priorities? How do we make decisions? How do we communicate decisions? How do we ensure that decisions are followed up? How do we mitigate risk? How do we ensure …

Design your Data Organisation

A key component of Digital Maturity is the capability to exploit data do derive knowledge and support business success through predictive analytics, which is why many organisation are now creating Data Science departments focused on this job. But how can we create a successful Data Science team able to be successful? How do we make sure we’re not just following the latest hype? How can we position these roles within the framework of our organisations? One of the critical aspects that are driving Digital transformation is the availability of data. The quantity of data that is produced every day somehow already passes human capability to understand. But what do you do with this data? This is the crucial question that most organisations are trying to answer. One of the critical aspects that are driving Digital transformation is the availability of data. The quantity of data that is produced every day somehow already passes human capability to understand. But what do you do with this data? This is the crucial question that most organisations are trying to answer. Data Science, …

What’s new about Digital Leadership?

Understanding the concept of Digital Leadership is not an easy tasks. Multiple points of view, different approaches, a lot of partial answers, all contribute to a scattered scenario. If we want to really focus on digital maturity though, we need to approach this concept as the fundamental component of Culture Change. Digital Leadership is another concept, together with of Transformation, that is really “hot” in the most recent managerial literature and debate. The debate goes between the two extremes of who tries to redefine entirely the concept of Leadership applied to digital, and those that instead minimize its impact to just a new technology variable, not altering the fundamentals of traditional Leadership models. In this post I will try to reframe the topic starting from suggesting that the perspective of what is a digital leader already creates complexity in giving an answer. I will then assess three possible models of answer in the framework of Digital Transformation. What is a Digital Leader? Most traditional organizations are challenged constantly in defining what is digital, and this …