Tag Archives: Digital transformation

Business Transformation explained by Digital Rehab

Survival Guide for Organisations Pre and Post Transformation

New and emerging digital technologies combined with the increasing digital literacy of organisations are making for considerable opportunities. That said, businesses traditionally are not designed or able to often internally support the process of transformation. 

Technology led transformation projects need experienced change agents to navigate and challenge specialist thinking and behaviours.  Direction and oversight provided by an experienced and independent consultant & advisor can help ensure total objectivity, strong collaboration and integrity of purpose aligned to the project vision. Consultants autonomy to exercise a degree of professional scepticism is often critical to secure a better outcome and implement good governance.

Governance as the system of corporate processes, mechanisms, rights distribution and relationships through which businesses are controlled and directed is foundational to achieve and sustain the transactional and transformational performance of a business.

Transformational performance is not only defined by the costs and the quality of transformation. ‘Time to transform’ has now become a key metric of competitive importance. 

For this key reason, here are some important considerations businesses must take heed of pre and post transformation:

  1. move from risk to opportunity thinking
  2. provide space and time for innovation
  3. collaborate and celebrate divisity of thinking
  4. continually seek out greater balance in skills and competencies across teams
  5. learn, lead and don’t be afraid to learn by doing
  6. be intimate with the problem(s) you are trying to solve and understand all those impacted


Digital Transformation: Tips for Success from Digital Rehab

Digital transformation: The 3 steps to success

3 steps for getting a digital transformation on track

Any change process starts with an awareness that there’s an issue in the business.

Then you start to move into the ways the company judges itself—the key performance indicators (KPIs) and the measures you use, for individuals and for teams and for the wider business — to try to drive real change. How high up do those new KPIs need to be on a dashboard that otherwise may have been rather traditional and may not have changed much for a decade or more?

And thirdly, it’s the actions you take, whether it’s putting a designer on your executive team, or even making a designer your CEO.

So there are a number of quite significant changes you can make to send a signal through the business. It’s not just about a chief digital officer or a chief data officer or a chief analytics officer. Actually, this digital thing becomes everybody’s job, everyone’s responsibility. You need to inculcate that change across the business, and you need to take many small and large steps to do that.

Building a culture of constant change

I think you need to be in a state of constant revolution. You don’t make a change and then just sit back and wait for the next five years of business as usual. I think you need to build a new momentum and rhythm in your business that reflects the new reality of the industry in which you are operating.

Many companies already have a strategy of continuous improvement in their businesses and in their operations globally. I think you need to instill, even in that kind of organisation, a culture of continuous change and evolution in how things work.

Some changes are gradual and evolve toward an end goal, which becomes clear over time, and you need to make a number of small steps to do that. Sometimes you do this through external actions, such as acquisitions, investments, partnerships, or other external activity or statements. Or sometimes you do this through internal activity, such as the people you promote or the way you talk about the company and its customers and mission. Some people will be taken a little outside their comfort zone, but that’s OK, so long as you give them the permission to take small risks and fail quickly if they can.

The funny thing about change isd that while everyone is often keen for it, few want to manage the process of change or to change themselves. 

The board’s role in the digital age

The role of the board in a digital business is quite different from the role of the board in a legacy business. One of the challenges I think many legacy companies face today is that their boards are not really ready to challenge them and to support and encourage their digital transformation.

If you think of the average age of most board members around the world—and, frankly, of their backgrounds as well—they are not digitally ready. A recent Russell Reynolds survey suggested, I think, that only 4 percent of global 500 companies truly have a board that’s digitally ready, even fewer in Asia–Pacific, and under 25 percent in the United States. So there’s still a long, long way to go.

To make a digital transformation happen, you need complete alignment—from the board through the executive team through the whole organisation. 

For example, many board meetings are backward looking in their approach. The data they’re looking at is often a little old. They’re not looking at live data. Many board members are often not active customers of the company’s products or services. I think there’s a new generation of board director emerging that is much more hands-on, with a more entrepreneurial background. You mix that with some of the more traditional board profiles and you get greater diversity on the board.

alisdair blackman on sky news jan16 talking about digital transformation

Sky News Australia Interview with Alisdair Blackman on Digital Transformation & Disruption

14th January 2016: Interviewed by Marty Switzer on what are the key drivers and trends in the digital space. What is the importance of data and how can it fuel customer insights and aid business in making informed strategic decisions.  All of this and more covered in the interview.