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  • « Analysis of the interviews shows clear patterns. Executives are digitally transforming three key areas of their enterprises: customer experience, operational processes and business models. And each of these three pillars has three different elements that are changing. These nine elements form a set of building blocks for digital transformation. »

    tags: digitaltransformation customerexperience businessmodel processes businessprocesses digitization

    • Transforming Customer Experience

       

      The three major building blocks with which companies are digitally transforming customer experience are customer understanding, top-line growth and customer touch points.

    •  

      Companies are starting to take advantage of previous investments in systems to gain an in-depth understanding of specific geographies and market segments. Some are exploring social media to understand what makes customers happy €” and what leads to customer dissatisfaction.

    • Top-Line Growth

       

      Companies are using technology to enhance in-person sales conversations. For example, financial services companies are using tablet-based presentations instead of paper-based slide decks to make sales pitches.

    • Customer Touch Points

       

      Customer service can be enhanced significantly by digital initiatives. For example, a bank established a Twitter account to answer client complaints quickly, helping customers avoid going physically to a branch.

    • Transforming Operational Processes

       

      Although transformed customer experiences are the most visible €” and arguably the most exciting €” aspects of transformation, companies are also realizing very strong benefits from transforming internal processes through process digitization, worker enablement and performance management.

    • Process Digitization

       

      Automation can enable companies to refocus their people on more strategic tasks. A manufacturer has begun to centralize the HR function, allowing economies of scale through self-service while freeing HR people to “focus on enlarging manager skills, rather than counting days off.

    • Worker Enablement

       

      Individual-level work has, in essence, been virtualized €” separating the work process from the location of the work. A

    • Performance Management

       

      Transactional systems give executives deeper insights into products, regions and customers, allowing decisions to be made on real data and not on assumptions

    • Transforming Business Models

       

      Companies are not only changing how their functions work, but also redefining how functions interact and even evolving the boundaries and activities of the firm.

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      Digitally Modified Businesses

       

      One media executive said: “We’ve realized that if we don’t transform the way we do business, we’re going to die. It’s not about changing the way we do technology but changing the way we do business.” The company is finding ways to augment physical with digital offerings and to use digital to share content across organizational silos.

    • New Digital Businesses

       

      Companies are also introducing digital products that complement traditional products.

    • Digital Globalization

       

      Companies are increasingly transforming from multinational to truly global operations. Digital technology coupled with integrated information is allowing businesses to gain global synergies while remaining locally responsive.

    • The Take-Away

       

      Digital transformation requires strong leadership to drive change. But it also requires a vision for what parts of the company you want to transform.

  • « On n’a jamais autant parlé d’innovation et cherché les secteurs d’avenir, prospectivé à  10 ans et plus, sans le faire vraiment. Je trouve cela plaisant mais hors des clous. Comme d’habitude on regarde les outils, les détails quand l’éléphant est dans la salle. »

    tags: web innovation digitalindustryeconomy

    • Nous restons incompris car, en face, il faut croire qu’il n’y a pas le cblage pour comprendre. Nous pouvons aussi être de mauvais pédagogues, mais nous sommes alors vraiment très nombreux dans ce cas. 
    • Nous restons incompris car, en face, il faut croire qu’il n’y a pas le cblage pour comprendre. Nous pouvons aussi être de mauvais pédagogues, mais nous sommes alors vraiment très nombreux dans ce cas. 
    • L’éléphant ce sont les gens. Comme j’aime à  le répéter à  l’envie : internet a disparu, les gens s’en servent.
    • Les couchsurfers sont antérieurs à  Airbnb et le crowdfunding est plus vieux que Grégoire. C’est un tord de voir là -dedans un modèle à  tout faire, à  vouloir l’appliquer à  tout et à  rien, à  penser que « tout le monde le fera ». Ce n’est pas vrai. Quand 93% des clients de Airbnb disent qu’ils veulent « vivre comme l’habitant », ce n’est pas mainstream. C’est une grosse niche, mais une niche quand même.
    • L’autre partie revenant à  chaque fois pour ne rien saisir, à  vouloir chercher de la technologie ou des gadgets et se refuser au changement de modèle dont il s’agit.
    • Nous restons incompris car, en face, il faut croire qu’il n’y a pas le cblage pour comprendre. Nous pouvons aussi être de mauvais pédagogues, mais nous sommes alors vraiment très nombreux dans ce cas.
    • D’ailleurs, l’après a un nom : la digital industrial economy. Et ce nom explique qu’il n’y a plus du on et du off, du digital et du non-digital, il n’y a que des choses connectées
    • Le marché, c’est celui des vrais besoins des gens
    • Il faut admettre que le changement a déjà  eu lieu et considérer ce qu’il y avait avant dans un sens historique.
  • « During the 4-hour meeting, Hsieh talked about how Zappos’ traditional organizational structure is being replaced with Holacracy, a radical “self-governing” operating system where there are no job titles and no managers. The term Holacracy is derived from the Greek word holon, which means a whole that’s part of a greater whole. Instead of a top-down hierarchy, there’s a flatter “holarchy” that distributes power more evenly. The company will be made up of different circles€”there will be around 400 circles at Zappos once the rollout is complete in December 2014€”and employees can have any number of roles within those circles. This way, there’s no hiding under titles; radical transparency is the goal.
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    tags: zappos management holacracy hierarchy

    • What it does do is distribute leadership into each role. Everybody is expected to lead and be an entrepreneur in their own roles, and Holacracy empowers them to do so.”
    • The focus is on the work, not the people. “It’s not a very human-centric model for things,”
    • there’s the org chart on paper, and then the one that is exactly how the company operates for real, and then there’s the org chart that it would like to have in order to operate more efficiently. €¦ [With Holacracy] the idea is to process tensions so that the three org charts are pretty close together.”
  • « The Las Vegas-based retailer is now going even more radical, introducing a new approach to organizing the company. It will eliminate traditional managers, do away with the typical corporate hierarchy and get rid of job titles, at least internally. The company told employees of the change at a year-end meeting, Quartz first reported. »

    tags: casestudies leadership managers zappos accountability management holacracy

    • At its core, a holacracy aims to organize a company around the work that needs to be done instead of around the people who do it. As a result, employees do not have job titles. They are typically assigned to several roles that have explicit expectations. Rather than working on a single team, employees are usually part of multiple circles that each perform certain functions.
    • In addition, there are no managers in the classically defined sense. Instead, there are people known as “lead links” who have the ability to assign employees to roles or remove them from them, but who are not in a position to actually tell people what to do.
    • there is still structure and employees’ work is still watched. Poor performers, Robertson says, stand out when they don’t have enough “roles” to fill their time, or when a group of employees charged with monitoring the company’s culture decide they’re not a good fit.
    • Bob Sutton, a professor at Stanford’s Graduate School of Business and author of the forthcoming book “Scaling Up Excellence“, says “show me any group of five human beings or five apes or five dogs, and I want to see the one where a status difference does not emerge. It’s who we are as creatures.”

       

      While Sutton says that the instinct to remove as much friction and internal competition is the right idea, “creating situations where you’re clear who has decision authority is important.” Without that, he says, “you get more politics.”

Posted from Diigo. The rest of my favorite links are here.

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