Orchestrating Digital Transformation
Building a digital business involves creating new operations that support doing business digitally and take advantage of digital systems.
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Building a digital business involves creating new operations that support doing business digitally and take advantage of digital systems. New digital business companies that enter the marketplace and existing companies that add digital business arms increase pressure on their competitors to transition quickly to digital. Dion Hinchcliffe discusses how orchestrating change top-down and bottom-up is the way to speed up the transformation.
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You can’t just do top-down in my opinion. That is traditional command and control of processes that don’t work with the amount of digital change that we have today. So we see that you still need, very much need top-down enablement, so providing an imperative support from the top of the organisation, actual resource allocations to make those changes happen. But most digital transformation – and not all, but most really happens on the ground inside of organizations, in departments in places where activities are happening, you know the whole gamut, marketing, sales, product development, customer service. Each one of those organizations, although they have expertise in how to do these now and giving them the tools to rethink, and that might be outside expertise. But in general have been given the resources to change in place.
Because the alternative is, and we are seeing this with more and more organizations that if you don’t do top-down’s supporting bottom-up change widely, we’re seeing organizations are not changing quickly enough in what we are seeing achieve that. For example, holding companies are just buying up the digital firms and loosely integrating them and creating separate brands, not engaging true digital transformation. And the only really way to have change a large organisation is both top-down and bottom-up.