All posts tagged: Digital Transformation

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 …

Book Review: The Technology Fallacy

Moving away from the concept of Transformation and into that of Digital Maturity, this book underlines the importance of People and Culture into a journey that is not just about technology. A must read for any leader facing this change, as it reminds everybody that any transformative change needs intention to be successful. The book by Gerald C. Kane, Anh Nguyen Phillips, Jonathan R. Copulsky, and Garth R. Andrus is the result of a partnership with MIT Sloan Review and Deloitte, and through a focused research on both Digital and non digital companies, has identified some common traits that successful digital players should have. This book is deeply rooted in the analysis on the survey and interviews done by the authors, and the cluster analysis where organizations have been clustered on a maturity cluster. The concept of Digital Maturity itself Is one of the cornerstone of the book, and is defined as: aligning an organization’s people, culture, structure, and tasks to compete effectively by taking advantage of opportunities enabled by technological infrastructure, both inside and …

Digital Transformation in Traditional Organizations. It all starts with Culture.

The topic of Digital Transformation is often seen as an opposition between digital natives and “the others”. But how can we transform a more traditional organisation, while preserving some of the traits that have made the success of this organisation? The answer is to look in Culture first, and in making sure we intentionally embed values and practices in the transformation journey. When approaching Digital Transformation in many organizations, issues arises to how much we need to change without impacting the more traditional operations. Partially this is also a reaction to one of the most typical objections that many do when looking at the transformation on the markets. “We cannot be Google”. A very interesting read on how a traditional company should address this transformation, comes from a MIT Research published on Sloan Business Review: Building Digital-Ready Culture in Traditional Organization. Foundational Values The research has first of all identified 4 foundational values that characterize successful Digital Transformations. What’s interesting is that these where based on assumptions cited from digital native companies, but have been …

The Future of Working in Retail

With news titles of “Retail Apocalypse” lingering around in masses, a drop of traffic in many area of retail, that is driving a constant pressure on productivity in store, one of the key question for the professionals working in HR Retail is how can we make Retail attractive for today’s talents?   The issue is even more complicated. Many agree now that the future of retail is in delivering experiences. But these don’t come easy, in an industry that for a lot of time has been used to often hire low skilled labor, focusing on basic customer service and “hoping for the best“. In a not so distant past, it was sufficient to have a decent product, and then a script for smile, greet, check the size and process the customer at the till. Sales would come.   In the omnichannel reality we live today, things have changed. A sales associate in store is asked to compete with customers that normally have already done all the product comparison at home before coming to store. She’s …