Revive
How to Transform Traditional Businesses into Digital Leaders
1. Auflage
Erschienen am 9. November 2015
208 Seiten
978-0-13-430767-1 (ISBN)
Beschreibung
GAME-CHANGING DIGITAL TRANSFORMATION:
USE DIGITAL STRATEGIES, CHANNELS, AND PLATFORMS TO TRANSFORM ENTERPRISES TO COMPETE IN THE DIGITAL AGE
Move from "reactive digital" to "transformative digital"
Use digital capabilities to fundamentally change the way you lead, direct, and structure organizations and teams
Stay focused on the "moving target" of digital best practices, and accelerate your progress towards digital maturity
REVIVE will help you build a core business model for creating your own digital disruptions-so you can deepen customer engagement, achieve unprecedented immediacy and efficiency, and dominate tomorrow's markets. Packed with proven strategies, in-the-trenches techniques, and cutting-edge case studies, it will help you change the game before the game changes you.
It's no longer enough to buy software, or even cloud services. To fully leverage the benefits of digital, you must transform your teams, processes, and how you think about your business. Jason Albanese and Brian Manning have helped dozens of top enterprises do all this. Revive shares the lessons they've learned, and gives you a complete, end-to-end methodology that works.
You'll learn how to use digital to rapidly move the dial on short-term profitability. But that's just the start. Revive will position you for long-term market leadership, by helping you capture new value from digital wherever great opportunities arise.
Most companies have only gone "skin deep" with digital-and they've only garnered a fraction of the value they could be earning. In Revive, two world-renowned digital business advisors show how to drive a full-scale digital transformation that breaks down organizational barriers, cuts costs, accelerates product/service delivery, and dramatically improves customer engagement.
Centric Digital co-founders Jason Albanese and Brian Manning draw on immense experience helping Fortune (R) 1000 companies succeed with digital strategies, platforms, and channels. They present data-backed insights into the ways midsize and large organizations are stuck hiring, managing, organizing, and leading in obsolete "analog" ways. Next, they offer proven, practical recommendations for fundamentally changing those behaviors to leverage the nearly boundless opportunities of digital.
Their complete Digital Transformation Methodology guides you through benchmarking your digital maturity, envisioning strategy, roadmapping your transformation, and implementing the capabilities you need to execute.
Revive's multiple case studies show exactly how executives are applying these ideas to go far beyond incremental improvements, and change the game. If that's what you want, Revive is your roadmap.
USE DIGITAL STRATEGIES, CHANNELS, AND PLATFORMS TO TRANSFORM ENTERPRISES TO COMPETE IN THE DIGITAL AGE
Move from "reactive digital" to "transformative digital"
Use digital capabilities to fundamentally change the way you lead, direct, and structure organizations and teams
Stay focused on the "moving target" of digital best practices, and accelerate your progress towards digital maturity
REVIVE will help you build a core business model for creating your own digital disruptions-so you can deepen customer engagement, achieve unprecedented immediacy and efficiency, and dominate tomorrow's markets. Packed with proven strategies, in-the-trenches techniques, and cutting-edge case studies, it will help you change the game before the game changes you.
It's no longer enough to buy software, or even cloud services. To fully leverage the benefits of digital, you must transform your teams, processes, and how you think about your business. Jason Albanese and Brian Manning have helped dozens of top enterprises do all this. Revive shares the lessons they've learned, and gives you a complete, end-to-end methodology that works.
You'll learn how to use digital to rapidly move the dial on short-term profitability. But that's just the start. Revive will position you for long-term market leadership, by helping you capture new value from digital wherever great opportunities arise.
Most companies have only gone "skin deep" with digital-and they've only garnered a fraction of the value they could be earning. In Revive, two world-renowned digital business advisors show how to drive a full-scale digital transformation that breaks down organizational barriers, cuts costs, accelerates product/service delivery, and dramatically improves customer engagement.
Centric Digital co-founders Jason Albanese and Brian Manning draw on immense experience helping Fortune (R) 1000 companies succeed with digital strategies, platforms, and channels. They present data-backed insights into the ways midsize and large organizations are stuck hiring, managing, organizing, and leading in obsolete "analog" ways. Next, they offer proven, practical recommendations for fundamentally changing those behaviors to leverage the nearly boundless opportunities of digital.
Their complete Digital Transformation Methodology guides you through benchmarking your digital maturity, envisioning strategy, roadmapping your transformation, and implementing the capabilities you need to execute.
Revive's multiple case studies show exactly how executives are applying these ideas to go far beyond incremental improvements, and change the game. If that's what you want, Revive is your roadmap.
Weitere Details
Sprache
Englisch
Verlagsort
NJ
USA
Verlagsgruppe
Pearson Education (US)
Zielgruppe
Für Beruf und Forschung
ISBN-13
978-0-13-430767-1 (9780134307671)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Weitere Ausgaben
Personen
JASON ALBANESE is CEO & Co-Founder of Centric Digital, a leading digital transformation solutions company. His vision and entrepreneurial skills accumulated during a successful career building innovative B2B digital companies has allowed him to turn Centric Digital into one of the fastest growing companies in America. Previously, he co-founded and served as CEO of SageSecure LLC, a digital asset management and risk company that also succeeded in delivering strategic growth to the Fortune (R) 1000 through digital products and services. Albanese writes a weekly business strategy column for INC .com, is author of Network Security Illustrated (McGraw-Hill, 2003), has been published in The Journal of Research and Practice in Information Technology (JRPIT), and holds a patent on an Internet-based distance learning system he co-designed. He serves as the Chair of the Governance Committee on the board of Partnership with Children, a non-profit focused on outreach to New York City public school students at risk of academic failure; and is an active member of Young Presidents Organization, serving on the board of YPO Manhattan in the role of Member Integration Committee chair.
BRIAN MANNING is President, Chief Digital Officer & Co-Founder of Centric Digital. He has leveraged his deep digital expertise and creativity to shape Centric Digital's brand and market position into the strategic partner of choice for the world's largest enterprises. Manning started his career at Accenture and since went on to lead digital businesses within global enterprises, such as Citigroup and spinoffs such as Barnes & Noble.com. He has managed $500+MM e-commerce businesses, defined multi-billion dollar consumer digital bank strategies, and launched dozens of digital products. Manning's passion for all things digital sets a high bar for Centric Digital's clients, partners and employees. Chief Digital Officers consistently seek his advice and he has helped shape the digital organizations and strategies of several Fortune 500 companies. In addition to driving thought leadership for Centric Digital he is a frequent guest writer drawing the connection between the latest trends that traditional enterprises can leverage. His quest for doing everything digitally has defined Centric Digital's operations and fully removed the use of paper from his work or personal life.
BRIAN MANNING is President, Chief Digital Officer & Co-Founder of Centric Digital. He has leveraged his deep digital expertise and creativity to shape Centric Digital's brand and market position into the strategic partner of choice for the world's largest enterprises. Manning started his career at Accenture and since went on to lead digital businesses within global enterprises, such as Citigroup and spinoffs such as Barnes & Noble.com. He has managed $500+MM e-commerce businesses, defined multi-billion dollar consumer digital bank strategies, and launched dozens of digital products. Manning's passion for all things digital sets a high bar for Centric Digital's clients, partners and employees. Chief Digital Officers consistently seek his advice and he has helped shape the digital organizations and strategies of several Fortune 500 companies. In addition to driving thought leadership for Centric Digital he is a frequent guest writer drawing the connection between the latest trends that traditional enterprises can leverage. His quest for doing everything digitally has defined Centric Digital's operations and fully removed the use of paper from his work or personal life.
Inhalt
Introduction 1
Chapter 1: The Essence of Digital 7
Industrial Revolution Similarities 7
How Digital Revolutionizes Business 10
Digital Is Core to Business 10
Digital Breaks Down Business Silos 10
Digital Gives Customers (A Loud) Voice 11
Digital Enables Big Bang Disruption 12
Chapter 2: The Difference Between Reactive and Transformative Digital 15
Defining Reactive Digital 15
Historical Reactive Digital Failures 17
Defining Transformative Digital 19
Traits Of Transformative Companies 21
Companies That Are Disrupting 23
Case Study: Uber 23
Case Study: Warby Parker 25
Case Study: Casper.com 26
Traditional Companies That Are Transforming 27
Case Study: Burberry 27
Case Study: Disney 29
Case Study: Nike 30
Case Study: UPS 32
Chapter 3: Why Traditional Companies Are Failing at Digital 34
Business Reasons Companies Fail at Digital 38
Not Capitalizing on Unique Differentiators 38
Having Digital Tactics without Digital Vision 38
Comparing Oneself to Competitors Only and Not Best Practices 39
Lack of Focus on Ongoing Customer and Client Engagement versus Just Sales 40
Marketplace Reasons Companies Fail at Digital 41
Customer Base Has Become More Digitally Sophisticated That Perceived 41
Lack of Focus on Creating Streamlined Intuitive Customer Experience 42
Lack of Understanding of How Digital Has Changed Desire for Ownership versus Sharing Economy 43
Lack of Ability to Quickly Adapt to Trends 43
Organizational Reasons Companies Fail at Digital 44
No Digital Leader with Decision Autonomy, Direct Budget, or P&L Responsibility 44
C-Suite and Leadership Not Involved in Company's Digital Strategy 44
Digital Team Is Too Top Heavy or Bottom Heavy 44
Digital Not Embedded in Corporate Culture 45
Trying to Do Everything 100 Percent In-House or Outsourced 45
They Settle on the Wrong People in Key Digital Team Roles 45
Operational Reasons Companies Fail at Digital 46
Reliance on Traditional Heavy Processes and Reluctance to Lightweight Processes 46
Lack of Enterprise-Wide Digital Spend Oversight 47
Digital Is Controlled within Silos 47
Technology Reasons Companies Fail at Digital 48
Legacy Infrastructure Is the Excuse for Not Transforming 48
Lack of Internal Use of Social Collaboration Capabilities 48
Chapter 4: Unlocking Business Opportunity in Digital Trends 49
Reasons to Monitor Digital Trends 49
Identify New Business Models 50
Ward off Disruption 50
Better Understand Constituent Behavior 50
Predict the Future 51
Maximize Your Digital Maturity 51
Practical Steps to Put Digital Trends to Use 51
Understanding Trend Drivers 53
Consumer Behaviors Driving Trends 53
Environmental Drivers Influencing Trends 54
Innovations Enabling Trends 55
Trend Potential 56
Monitor Digital Trends 61
Identify What Matters to Your Company 61
Identify Your Customer or Constituent Personas 62
Identify the Digital Touchpoints Your Customers Most Connect with You Through 62
Identify Trend-Related Research and Data Sources 62
Define a Trend Scoring Model 62
Set a Recurring Trend Analyzation Process 63
Quantify Trend Opportunities to Prioritize Where to Focus 63
Action Steps 63
Chapter 5: Benchmarking Your Digital Capabilities and Maturity 64
The Layers of Digital Capabilities 64
Digital Channels 66
Digital Ecosystem 69
Digital Experience 74
Digital Features 77
Digital Platforms 78
Benchmark Your Capabilities 80
Anchor to a Digital Maturity Scale 80
Benchmark Best Practices, Not Just Competitors 83
Focus on Capabilities You Need to Win in 84
Repeat the Benchmark Regularly 84
Action Steps 85
Chapter 6: Envisioning Your Digital Strategy 86
Profile Your Digital Audience 86
A New Model to Understand Your Audience 86
Put a Digital Lens on Your Customer Segments 89
Align Users' Needs and Business Goals 89
Journey Map Your Experience 91
Your Journey Map and Your User Base 91
Identify Key Touchpoints 93
Identifying/Defining Use Cases 94
Defining Enterprise Digital Strategy 95
The Importance of Visualizing Strategy 96
Visual Stories Pack More Details into Easily Digested and Sharable Information 97
Leverage Strategic Frameworks 97
Create Rapid Prototypes 97
How to Bring Your Strategy to Life Quicker 97
Use Sketches 99
Create Design Mockups 99
Build Responsive HTML Prototypes 100
Digital Demands Dynamic, Not Static Planning 100
Let Analytics Drive Your Strategy 100
Action Steps 103
Chapter 7: Roadmapping Your Digital Transformation 105
Objectives of a Digital Roadmap 105
A Digital Roadmap Is Easily Accessible 105
A Digital Roadmap Is Dynamic 106
A Digital Roadmap Is Social 106
A Digital Roadmap Is Visual 107
A Digital Roadmap Is Aligned to Business and Technology Roadmaps 107
A Digital Roadmap Is Easy to Understand 108
Components of a Digital Roadmap 108
Initiatives Are Organized by Release Dates 109
Initiatives Are Grouped by Categories 109
Initiative Costs Are Represented 109
Initiative Complexity Is Represented 109
Initiative Impact Is Represented 110
Prioritization of Initiatives and Features Is Represented 110
Technology Represented as Enabling Business Capabilities 110
Views of a Digital Roadmap 111
Quantifying Value 111
Action Steps 113
Chapter 8: Organizational Capabilities to Drive Digital Transformation 114
Choose the Right Digital Organization Model 116
Centralized Digital Team 116
Shared Digital Resources 117
Managed Digital Resources 118
Federated Digital Resources 118
Decentralized Digital Resources 118
Establish a Digital Center of Excellence 120
Appoint A Chief Digital Officer 121
Choosing the Right Candidate for CDO 122
Sharing Responsibilities with Similar Executive Roles 122
Define Standard Digital Team Roles 124
Example: Digital Strategy 124
Example: Product Management 125
Example: Digital Operations 125
Build Digital Talent and Culture 126
Development and Training 128
Leveraging Global Talent Remotely 128
Compete for the Right Digital Talent 129
Establishing a Digital First Culture 131
Cultivating Thought Leaders 132
Containing the Impact of Digital Resistors 133
Implement Enterprise-Wide Digital Governance Processes 135
Digital Budget Approvals 135
Digital Roadmap Prioritization 135
Digital Strategic Planning 136
Digital Results Measurement 136
Digital Program Communication 137
Action Steps 139
Chapter 9: Why Agile Transformation Is Critical to Achieving Digital Transformation 140
Agile Benefits Over Traditional Methodologies 141
Agile Gives Your Company/Team Real feedback from Real People in Real Time 142
Faster Time to Market with Greater Predictability 143
Agile Produces a Better Quality 143
Agile Gives You Early ROI and Early Risk Reduction 144
Agile Is Efficient 144
Leverage Common Agile Concepts 145
Sprints or Iterations 145
Product Owner 145
Scrum Team 145
ScrumMaster or Project Manager 146
Product Backlog 146
Sprint Planning Meeting 146
Daily Scrum or Standups 146
Sprint Review Meeting 147
Sprint Retrospective 147
Codeathons and Hackathons 147
Leverage Agile Tools 147
Action Steps 148
Epilogue: Examples of Digital Trends Accelerating the Digital Revolution 149
Industrial Internet of Things 150
Big Data Visualization 153
Universal Streaming Media 154
Virtual Care 155
Non-Banks 157
Autonomous and Connected Vehicles 158
Drones 160
Virtual Reality 161
Biometric Identification 162
Paperless and Cashless 163
Wi-Fi And Wireless Power Duo 164
Robotics 166
Index 169
Chapter 1: The Essence of Digital 7
Industrial Revolution Similarities 7
How Digital Revolutionizes Business 10
Digital Is Core to Business 10
Digital Breaks Down Business Silos 10
Digital Gives Customers (A Loud) Voice 11
Digital Enables Big Bang Disruption 12
Chapter 2: The Difference Between Reactive and Transformative Digital 15
Defining Reactive Digital 15
Historical Reactive Digital Failures 17
Defining Transformative Digital 19
Traits Of Transformative Companies 21
Companies That Are Disrupting 23
Case Study: Uber 23
Case Study: Warby Parker 25
Case Study: Casper.com 26
Traditional Companies That Are Transforming 27
Case Study: Burberry 27
Case Study: Disney 29
Case Study: Nike 30
Case Study: UPS 32
Chapter 3: Why Traditional Companies Are Failing at Digital 34
Business Reasons Companies Fail at Digital 38
Not Capitalizing on Unique Differentiators 38
Having Digital Tactics without Digital Vision 38
Comparing Oneself to Competitors Only and Not Best Practices 39
Lack of Focus on Ongoing Customer and Client Engagement versus Just Sales 40
Marketplace Reasons Companies Fail at Digital 41
Customer Base Has Become More Digitally Sophisticated That Perceived 41
Lack of Focus on Creating Streamlined Intuitive Customer Experience 42
Lack of Understanding of How Digital Has Changed Desire for Ownership versus Sharing Economy 43
Lack of Ability to Quickly Adapt to Trends 43
Organizational Reasons Companies Fail at Digital 44
No Digital Leader with Decision Autonomy, Direct Budget, or P&L Responsibility 44
C-Suite and Leadership Not Involved in Company's Digital Strategy 44
Digital Team Is Too Top Heavy or Bottom Heavy 44
Digital Not Embedded in Corporate Culture 45
Trying to Do Everything 100 Percent In-House or Outsourced 45
They Settle on the Wrong People in Key Digital Team Roles 45
Operational Reasons Companies Fail at Digital 46
Reliance on Traditional Heavy Processes and Reluctance to Lightweight Processes 46
Lack of Enterprise-Wide Digital Spend Oversight 47
Digital Is Controlled within Silos 47
Technology Reasons Companies Fail at Digital 48
Legacy Infrastructure Is the Excuse for Not Transforming 48
Lack of Internal Use of Social Collaboration Capabilities 48
Chapter 4: Unlocking Business Opportunity in Digital Trends 49
Reasons to Monitor Digital Trends 49
Identify New Business Models 50
Ward off Disruption 50
Better Understand Constituent Behavior 50
Predict the Future 51
Maximize Your Digital Maturity 51
Practical Steps to Put Digital Trends to Use 51
Understanding Trend Drivers 53
Consumer Behaviors Driving Trends 53
Environmental Drivers Influencing Trends 54
Innovations Enabling Trends 55
Trend Potential 56
Monitor Digital Trends 61
Identify What Matters to Your Company 61
Identify Your Customer or Constituent Personas 62
Identify the Digital Touchpoints Your Customers Most Connect with You Through 62
Identify Trend-Related Research and Data Sources 62
Define a Trend Scoring Model 62
Set a Recurring Trend Analyzation Process 63
Quantify Trend Opportunities to Prioritize Where to Focus 63
Action Steps 63
Chapter 5: Benchmarking Your Digital Capabilities and Maturity 64
The Layers of Digital Capabilities 64
Digital Channels 66
Digital Ecosystem 69
Digital Experience 74
Digital Features 77
Digital Platforms 78
Benchmark Your Capabilities 80
Anchor to a Digital Maturity Scale 80
Benchmark Best Practices, Not Just Competitors 83
Focus on Capabilities You Need to Win in 84
Repeat the Benchmark Regularly 84
Action Steps 85
Chapter 6: Envisioning Your Digital Strategy 86
Profile Your Digital Audience 86
A New Model to Understand Your Audience 86
Put a Digital Lens on Your Customer Segments 89
Align Users' Needs and Business Goals 89
Journey Map Your Experience 91
Your Journey Map and Your User Base 91
Identify Key Touchpoints 93
Identifying/Defining Use Cases 94
Defining Enterprise Digital Strategy 95
The Importance of Visualizing Strategy 96
Visual Stories Pack More Details into Easily Digested and Sharable Information 97
Leverage Strategic Frameworks 97
Create Rapid Prototypes 97
How to Bring Your Strategy to Life Quicker 97
Use Sketches 99
Create Design Mockups 99
Build Responsive HTML Prototypes 100
Digital Demands Dynamic, Not Static Planning 100
Let Analytics Drive Your Strategy 100
Action Steps 103
Chapter 7: Roadmapping Your Digital Transformation 105
Objectives of a Digital Roadmap 105
A Digital Roadmap Is Easily Accessible 105
A Digital Roadmap Is Dynamic 106
A Digital Roadmap Is Social 106
A Digital Roadmap Is Visual 107
A Digital Roadmap Is Aligned to Business and Technology Roadmaps 107
A Digital Roadmap Is Easy to Understand 108
Components of a Digital Roadmap 108
Initiatives Are Organized by Release Dates 109
Initiatives Are Grouped by Categories 109
Initiative Costs Are Represented 109
Initiative Complexity Is Represented 109
Initiative Impact Is Represented 110
Prioritization of Initiatives and Features Is Represented 110
Technology Represented as Enabling Business Capabilities 110
Views of a Digital Roadmap 111
Quantifying Value 111
Action Steps 113
Chapter 8: Organizational Capabilities to Drive Digital Transformation 114
Choose the Right Digital Organization Model 116
Centralized Digital Team 116
Shared Digital Resources 117
Managed Digital Resources 118
Federated Digital Resources 118
Decentralized Digital Resources 118
Establish a Digital Center of Excellence 120
Appoint A Chief Digital Officer 121
Choosing the Right Candidate for CDO 122
Sharing Responsibilities with Similar Executive Roles 122
Define Standard Digital Team Roles 124
Example: Digital Strategy 124
Example: Product Management 125
Example: Digital Operations 125
Build Digital Talent and Culture 126
Development and Training 128
Leveraging Global Talent Remotely 128
Compete for the Right Digital Talent 129
Establishing a Digital First Culture 131
Cultivating Thought Leaders 132
Containing the Impact of Digital Resistors 133
Implement Enterprise-Wide Digital Governance Processes 135
Digital Budget Approvals 135
Digital Roadmap Prioritization 135
Digital Strategic Planning 136
Digital Results Measurement 136
Digital Program Communication 137
Action Steps 139
Chapter 9: Why Agile Transformation Is Critical to Achieving Digital Transformation 140
Agile Benefits Over Traditional Methodologies 141
Agile Gives Your Company/Team Real feedback from Real People in Real Time 142
Faster Time to Market with Greater Predictability 143
Agile Produces a Better Quality 143
Agile Gives You Early ROI and Early Risk Reduction 144
Agile Is Efficient 144
Leverage Common Agile Concepts 145
Sprints or Iterations 145
Product Owner 145
Scrum Team 145
ScrumMaster or Project Manager 146
Product Backlog 146
Sprint Planning Meeting 146
Daily Scrum or Standups 146
Sprint Review Meeting 147
Sprint Retrospective 147
Codeathons and Hackathons 147
Leverage Agile Tools 147
Action Steps 148
Epilogue: Examples of Digital Trends Accelerating the Digital Revolution 149
Industrial Internet of Things 150
Big Data Visualization 153
Universal Streaming Media 154
Virtual Care 155
Non-Banks 157
Autonomous and Connected Vehicles 158
Drones 160
Virtual Reality 161
Biometric Identification 162
Paperless and Cashless 163
Wi-Fi And Wireless Power Duo 164
Robotics 166
Index 169
