being a digital communication superstar

1Source: LEADING DIGITAL, Turning technology into business transformation, George Westerman,

Dider Bonnet, Andrew McFee, Harvard Business Review, 2014

Data gathering and analytics

Tele-communication utilization

Social media, internet utilization

Sensor & camera utilization

2

Using the following suggestions will improve

your corporate communication for a competitive

advantage that is very difficult to copy.

3

It starts by presenting the opportunities, challenges and threat and showing a vision of the future.

Then, focus investment to achieve cost/benefit results of the vision’s programs.

Next, promote companywide the digital investment plan and vision.

Last, evaluate and sustain the digital introduction with incentives.

For customers interaction –Better 2-way real time communication

For operations – Faster, less costly, higher quality company processes

For new business strategies –Digital expertise can open up new markets and opportunities.

Digit systems acquisition

Technology

utilization training

Fashion followers

Digital masters

BeginnersConservative

investors

Digital adoption in organization

Technical Application Use Skills

Technic

al In

trodu

ction s

peed

4

Digital masters are superior in digital technology investment and full use company-wide

5Source: LEADING DIGITAL, Turning technology into business transformation,

George Westerman, Dider Bonnet, Andrew McFee, Harvard Business Review, 2014

Harvard researchers interviewed 150 executives in

50 large worldwide companies outside of the

technology industry and learned this:

These digital masters have 26% more profit than the

“Fashion followers”, “Conservative investors” or

“Beginners” among their competitors in their industry.

They have 9% more revenue with existing assets.

Simply, these companies apply digital technology

better than others and create “digital ecosystems”

even though the technology keeps changing.

“Digital masters” are companies that use digital

technology to drive significantly higher levels of profit,

productivity and performance. Their top

management drives this new technology introduction

and application.Better customer and overall mobile contact

Front line, with

users, make

decisions on a case-

by-case basis

Work at own pace

and location as

desired

Specialty items to fit

the exact user

requirement with

little standardization

All decisions made

in central location

and input from front

line or field

Overall operation

coordinated in one

location, little field

modification

One standardized

product/policy, no

chance to make

modifications

required

Centralized

control Front line

innovation

Overall

coordination Unleashing local

modification

Standardize

operations Empowering field

specifications

6

Coordination method

Process/product development

Decision-making approach

1-Standardize operations

Best way to keep down cost, improve efficiency and improve quality

2-Empower front line to offer specialty one of a kind products

Best specification match to user requirement

7

8

Standardize Product

• Lowest costing

• Best quality

Specialty Product

• Modification required

• Best match for user

• High priced selling

Discuss and decide the ideal

product specifications by situation

Market acceptanceIdeal process

Solution

Example:70% standardized,

30% modified giving

reasons.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=o2NzOCmEbUmVlM&tbnid=lVFPHU55k6kGnM:&ved=0CAUQjRw&url=http://www.amross.sd/&ei=L6V9U7twy6bwBdOPgfAM&psig=AFQjCNFD_ptXsjrDYpfRvYDlgm24RvuKEQ&ust=1400829578695889

3-Central decision-making location

Best location to gather information of the overall operation

4-Front line decision-making

Best place to gather local information and make decisions.

9

10

Central Decision Authority

• Considers overall factors

Frontline Decision Authority

• Considers specific situation

Discuss each situation

and jointly decide

Field decisionManagement decision

Solution

Example:70% central decision,

30% local situational

decisions giving

reasons

5-Central coordination task by task

Best location to coordinate all activities.

6-Unleashed from central location

Work at own pace and location as desired. Better work/life balance. Less stress, more comfortable working environment, more productive, less travel

11

Central Coordination

• Gather and coordinate all activities

• Central budgeting

Local scheduling

• On the spot timing adjustments

12

Discuss and decide on

timing and coordination

Start

Finish Actual process timing

Solution Example: Stay

close to central schedule but

explain progress, delays

regularly

All six of these organizational

approaches are important in

business. They can be

achieved through detailed real

time 2-way communication

throughout the organization.

ColdHot

Projects are the same. Information flow speed keeps worldwide projects alive.

Without digit networks projects people will give up because of excess waiting.

Waiting too long for the

temperature to adjust

makes it difficult to find

the correct warmth.

Slow temperature

adjustment

Spend a little, learn a lot: Time is money, and the best way to save time is

by getting fast, often feedback. Digital systems increase that speed.

Water temperature adjustment

13

Waits, then

gives up

Example: Water temperature control

Data gathering and useGathering correct internet data (analytics)

• Market research

• Crowdfunding

• Crowd logo design

• Crowd naming & branding

• Customer targets, forecasting

Intranet information distribution

• Suppliers, inventory control

• Production planning and scheduling

• Customers and business partners

14

Action Plan: Decide what you would like to do and discuss “Analytics” with a

data and IT specialist.

Social Media-NetworkingInteract with customers

• Open discussions

• B to C activities

Interact with employees


Interact with suppliers

• B to B activities


Interact with partners

• Strategic alliances

• Joint projects

Website

• SEO

• Promotion

• Selling

15

BlogsTwitter

Action Plan: Decide what you would like with your marketing department and

discuss “Social media” with a social media IT specialist.

Tele-communicating discussions

Mobile Presentations

Mobile Information receiving

Mobile discussions

Tele-conferencing anywhere

Visual aid useSimulations & virtual prototypes

Joint engineering

from distance

16

Action Plan: Decide where major discussions and communication channels

are in the company and discuss tele-communication with an IT specialist. What

low-cost packaged systems are available to start with?

Internet of things

Embedded device information gathering

Camera information gathering

Sensor, GPS information gathering

Scanning & item processing

17

Scanners (RFID) Security Cameras Room movement sensors

Action Plan: Decide items and areas to be observed, information gathered and

used. Discuss devices available and their costs with a specialist. What low-cost

packaged systems are available to start with?

The Internet of Things (IOT): Gathering (sensing),

distributing and receiving

information with no or little

human involvement.GPS tracking

18

Data gathering, analytics and utilization

Computer, mobile devices and tele-communication utilization


Sensor, GPS & camera information gathering and utilization

Customer ExperienceDigital use can improve customer interaction

to a far higher level than ever before….

- By learning what the customer does,

when he does it, why, where and how.

- By using analytics to find out who our

customers are and who are not now and

into the future.

- By reaching and engaging more

customers through social media.

- By getting more information from the

company’s system.

- And by creating a seamless impression

in both physical and digital operations of

one solid company image.

Operations interaction

Operational Process





19

Digital use can improve total internal and

external operations from suppliers to end

users….

- By updating and sharing information

throughout the supply chain as it happens.

- By centrally coordinating activities

throughout the operation and to remote

locations by mobile devices.

- By picking up more useful information via

sensors, cameras and GPS systems.

- By allowing people to collaborate in real

time anywhere, at anytime with people

they have never met.

- By being quicker to identify problems or

bottlenecks in the supply chan.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=o2NzOCmEbUmVlM&tbnid=lVFPHU55k6kGnM:&ved=0CAUQjRw&url=http://www.amross.sd/&ei=L6V9U7twy6bwBdOPgfAM&psig=AFQjCNFD_ptXsjrDYpfRvYDlgm24RvuKEQ&ust=1400829578695889





20

Digital technology reduces entry barriers to other

industries and markets. We all know what

happened to the photo-film industry when digital

cameras arrived. Where are inefficiencies? What is

troublesome now? What is the utilization rate of

assets? What assets can be shared? What was

once assumed impossible now possible?

Difficult new

market access

easy new

market access

New

market

New

market

New Business Model

Extension

Add to parts of existing system (least potential resistance)

Substitution

replace parts of existing system (some potential resistance)

Companywide Transformation

reinvent whole system over time (most potential resistance)

21

Bringing in new digital technology will

influence the current operation to

varying degrees. Here are three.

There will be people in your company (including superiors) that will fight

against any new technology which will change the current operation. The

power of this resistance must be considered when deciding which of the

above three is best and in what timeframe.

Technical megatrends

•Study the future technical trends, like robot development, auto voice language translation software abilities. Where are costs coming down and becoming affordable?

Impact on business

•Determine which trends will directly have an impact in the direct and connected industries and the company directly in the future.

Corporate strategy

•Develop a strategy that will directly address this future impact.

Related technology

•Determine what technology is available to best execute the corporate strategyand at what cost.

22

New technology might

stimulate the

development of a strategy,

but always determine the

strategy first. Then,

explore and look for the

best technology.

Start Finish

Activity

• Select the most useful, related information for the decided strategy.

• Prepare an easy-to-understand chart(considering those who will resist change).

• Distribute worldwide

• The information is to avoid confusion of company direction.

• It must reduce debate on future plans.

• It can be used to learn who will resist change, so they can be isolated.

• Learn who will be major supporters.

• With goal understanding, employees are directed toward suggestions.

• Turn suggestions into pilot projects.

• Turn successful initial projects into corporate change drivers.

23

Stop debating

Action-plan attention

Convey information

Managers in charge

Coordination Sharing

24

• Prioritize goals

• Synchronizing goals

• Aligning activities

• Increase personnel skill utilization

• Increase technology utilization

• Increase data utilization

Some people are extremely resistant to any change.

Time can be wasted by endless meetings.

Unwanted restrictions can reduce creativity.

Dependence on people not involved in outcome can result in bad decisions.

Not knowing what information should be shared and what not can cause fear.

25

26

Pair your digital-savvy

employee with top

executives in a

nonhierarchical way to

accelerate learning.

It sends a message that

no matter how high up you

are, you are never too old

to learn new company

processes.

Information requirements

Business unit

Come up with

technical solution

IT Staff

27

This approach produces the very

minimum of what can be achieved.

Far more can be achieved if both

explore requirements together.

Limited activity and interaction

Maximum jointly developed activities

Business Unit#1

Business Unit#2

IT Operations

Business

Unit#1 with IT

Business

Unit#2 with IT

Business

Unit#3 with IT

Shared activities with key business

units and IT personnel

Individual activities with no central IT

28

Cross discipline teams to develop… Joint Proposals

Companies have traditionally been

very specific about who engages in

innovation, assigning responsibility

according to an employee’s skill or

role. In a digital world, this sort of

segregation is no longer desirable.

Management & IT move faster together than

separately, particularly by using outside development consultants

Jointly look for inputs

29

Create digital

acceleration teams

Conduct experiments, develop new

skills, upgrade old processes

Improve how the IT people communicate

Improve showing how IT delivers value

for money

Improve how business leaders

and IT make investments together that deliver great

results

30

The IT Department can

provide precision (“on target”),

costing (“on budget”) and

timing (“on time”).

Role of coordination

and sharing

Typical benefits and

challenges

Shared IT

Department

Main objective: Sharing, pooling

resources and infrastructure,

standards, policies.

Provides some

coordination/sharing, but more

persuasive influence may be

required.

Benefits: Added digital skills,

shared services, economies of

scale.

Challenges: Central/local power

struggle. Coordination

difficulties in positioning with

local unit leaders.

31

Steering

committees

Main objective: Coordinating

activities. Some decisions/policies

may mandate sharing of specific

resources, skills, abilities.

May lack decision-making and

ability to act/manage activities

closely or innovate in the field.

Benefits: Value of strong

standards/policies. Resource

optimization. Quick application

of new digital trends.

Challenges: May require

leadership to enforce unfamiliar

standards and policies.

Top executive

digital leadership

position creation

Main objective: Sharing by helping

local units know when to adopt

firm-level solutions or centralized

resources or stay independent.

Senior management must facilitate

this local operation/company-wide

balance.

Benefits: Added digital skills,

shared services, economies of

scale.

Challenges: Central/local power

struggle. Coordination

difficulties with local unit

leaders.

CEO

COO

Purchasing ProductionFinance &

AccountingProduct

DevelopmentMarketing &

SalesIT

Chief Digital Officer (CDO)

Top Corporate Vice President

CIO Vice President

32

Create high level task force Creating an environment

where all departments in

the company and even

supplier and customers

can exchange

information in real time.

You’ll create a company

that will drive synergy

across the firm.

Scanning

(RFID)

Data

Observation Mobile

Sensor

Radio frequency identification (RFID)

Network

Company-wide

Pilot Project

4-Sustain information technology

introduction

1-Frame the digital challenges & opportunities

2-Focused investment

3-Implement action plan in

the organization

33

There are four steps to

digital communication

introduction in an

organization.

It is a never ending process as

new communication

technology is being introduced

all the time and costs are

rapidly coming down.

Our

market

share

“A” Competitor’s market share

“B” Competitor’s market share

•Build digital awareness opportunities and threats


Know

challenge

&

situation Starting Point

Creating Vision

34

For some industries, like retailing, banking, it

is a requirement to be a digital master, as all

the competitors are. A company will lose its

share and market if it doesn’t keep up.

In industries like manufacturing and

packaging, they are behind other

industries, but even they have at least

one company that is a digital master

that dominates competitors. A company

can not ignore this challenge for long.

Ignore technology

Source: LEADING DIGITAL, Turning technology into business transformation, Westerman, Bonnet, McFee, HBR, 2014

Answer each question, using a scale from 1 to 7, where 1=strongly disagree; 4=neutral;

and 7=strongly agree, and then total your digital capacity score.Score

We are using digital technologies (such as analytics, social media, mobile devices and embedded devices) to understand our customers better.

We use digital channels (such as online social media, virtual simulation, teleconferencing communication and mobile devices) to market our products and services.

We sell our products and services through digital channels.

We use digital channels to provide customer service.

Technology is allowing us to link customer contact and operational processes in new ways.

Our core processes are automated with robots, sensors, GPS systems and cameras.

We have an integrated view of key operational and customer information.

We use analytics to make better operational decisions.

We use digital technologies to increase the performance or added-value of our existing products and services.

We have launched new business models based on digital technologies.

TOTAL SCORE

Technical Scoring: If the score is between 10-42, the company is generally weak in bringing in new communication

technology. If the score is between 43-70 generally the company brings in new communication technology quickly.

35

Answer each question, using a scale from 1 to 7, where 1=strongly disagree;

4=neutral; and 7=strongly agree, and then total your digital capacity score. ScoreSenior executives have a transformative vision of the digital future of our company.

Senior executives and middle managers share a common vision of digital transformation.

There are possibilities for everyone in the company to take part in the conversation around digital transformation.

The company is promoting the necessary cultural changes for digital transformation.

The company is investing in the necessary digital skills.

Digital initiatives are coordinated across divisions such as functions or regions.

Roles and responsibilities for supervising digital initiatives are clearly defined.

Digital initiatives are assessed through a common set of key performance indicators.

IT and business leaders work together as partners.

The IT unit’s performance meets the needs of the company as a whole.

TOTAL SCORE

Leadership Scoring: If the score is between 10-42, the company is generally weak in fully utilizing the

communication technology it has. If the score is between 43-70 generally the company puts the

communication technology it has to extremely good and creative use.

36

Fashion followersLeader (10-42)

and Technical (43-70)

Digital mastersLeader (43-70)


BeginnersLeader (10-42)


Conservative investors

Leader (43-70)


Digital introduction

and use

Technic

al In

troduction s

peed


37

High

HighLow

Technic

al In

troduction s

peed


38

Digital masters

- It has a strong overall digital vision.

- It is coordinated across divisions.

- It has many digital initiatives.

- It is generating business in measurable ways.

- It has a strong digital culture.

Beginners

- Management is skeptical of the business value of advanced digital technologies.

- It may be carrying out some experiments to try to get started.

- It has an immature digital culture.

Conservative investors

- The overall digital vision is understood, but little execution.

- It has few digital features, though digital skills may be exist.

- It has strong digital supervision across divisions with available technology.

- It is building digital skills and culture.

Fashion followers

- It has many advanced digital features (e.g. social, mobile) in divisions.

- It has no companywide vision.

- It has underdeveloped coordination.

- A digital culture may exist in divisions.

High

HighLow


and 7=strongly agree, and then total your digital capacity score.

Aware of communication technology challenges and opportunities. Score

Our senior leaders are aligned around the strategic importance of digital

transformation.

Our senior leaders agree on the pace of digital transformation in our industry.

Digital transformation is a permanent fixture on our executives’ strategic agenda.

TOTAL SCORE

Scoring: Over 15: The company understands the digital transformation challenge; 9-15:

isolate which part is not complete, and work with that team to remedy; less than 9: need to

consider specific team awareness exercises and/or digital discovery programs.

39



Know the company’s current strategic assets and digital mastery Score

We understand which strategic assets will be most important in digital

transformation both in costs and utilization.

We understand how our own digital capabilities compare with those of our

competitors.

We have a clear view of the most important first steps in our transformation

as many technical devices are becoming more cost effective.

TOTAL SCORE

Scoring: Over 16: The company knows where it is and what its transformation trajectory is;

7-16 build alignment around a viable transformation path; less than 7: conduct a digital

maturity assessment and a scan of best practices.

40



Senior leaders can articulate our digital future in specific words Score

Our senior leaders are aligned on a vision for the digital future of our

company.

Senior executives have a digital transformation vision that crosses internal

organizational units.

Senior executives can explain the value of digital companywide

communications for all stakeholders (employees, customers, suppliers, etc.).

Our senior leaders have a digital transformation vision that involves radical

changes compared with the way we have traditionally done business.

TOTAL SCORE

Scoring: Over 24: There is a belief that the company executives are aligned; 14-24 isolate

the root causes of the concerns, and work with the team to remedy; less than 14: start a

structured senior executive alignment initiative.

41


Know

challenge &

situation

Starting Point

Creating Vision

42

Here is how you can create a believable vision. In

your company what physical assets, skills,

knowledge, intangible assets (brand, patents,

partners), data or other assets are or in the future

will be…

Valuable…

Rare…

Hard to copy…

Not easy to be replaced?

Those are the assets you can use to start

exploiting opportunities or neutralize threats.

Discuss what assets will be relevant in a digital

world, and what that will not be relevant.

Great digital visions include both intent and outcome.

Intent is a picture of what needs to change.

Outcome is a measurable benefit to the company, its customers or its employees.

•Translate vision into a targeted

action plan


1-Frame

the digital

challenge

2-Focused

investment

Know

challenge

& riskStarting

Point

Creating Vision

Vision to

action

Develop task force

Fund project

43

Focusing

Targeting

Tasks

Task #2Task #3

Task #4Task #5

Task #1

Action Plan

44

Digital skills building

determination

Organizational change

development

New ways to communicate

Training on different

processes

Technology introduction

and installation

Time, effort and energy

are also very much

required to put a new

technology fully to use.

Also, not just

training, but

hiring, partnering

or acquiring

might be required.



Have you converted your vision into an action plan? Score

We have a top-down strategic milestone checklist to guide digital changes.

There is a high-level action plan for digital introductions.

Our action plan encompasses all changes required, not just technology

changes.

TOTAL SCORE

Scoring: Over 17: The company action plan and evaluation system are in good shape –

focus on engaging your people in executing; 7-17 review the action plan and milestone

checklist for content and alignment; less than 7: the company needs to conduct a full

review of its milestone checklist and action plan processes.

45



Have you chosen the right supervision strategy for digit

transformation?Score

Digital initiatives are coordinated across divisions such as functions or

regions.

We are clear on what needs to be coordinated and what needs to be shared

across the enterprise.

Roles and responsibilities for digital initiatives are clearly defined in the

company.

TOTAL SCORE

Scoring: Over 15 the company supervision model is in good shape. 8-15 check

governance principles and/or program leadership; less than 8: the company needs to

design or rework its supervision principles.

46



Do you have the correct funding strategy for a digital change? Score

Our business strategy and key performance indicators are linked to our

action plan to introduce high performing, low cost technical devices.

We balance our portfolio of digital investments between long-term capability

building, short-term return on investment and experiments.

We have a diversified funding strategy.

TOTAL SCORE

Scoring: Over 16 the company’s digital funding process is strong. 8-16 ensure that the

company portfolio, funding, and business strategy are aligned. less than 8: the company

needs to rework its investment and funding strategy.

47

•Translate vision into an action plan

•Send clear goal message and need for change to engage workforce


1-Frame

the digital

challenge

2-Focused

investment


the organization

Know

challenge

& riskStarting

Point

Creating Vision

Vision to action

Develop task force

Fund project

Convey ambitions

Earn respect

Create belief

culture

48

What is in it for people? It should make their

jobs easier, better, faster and more fulfilling.



Are the digital introduction goals clearly promoted? Score

Our senior leaders are actively promoting a vision of the future that involves

digital technologies.

Our senior leaders and middle managers share a common vision of digital

transformation.

Our employees understand the benefits of change using digital technology.

TOTAL SCORE

Scoring: Over 17 the company is doing a good job of marketing its ambitions. 7-17 isolate

which part is not satisfactory and work with the team to remedy it. less than 7: consider

developing a specific program to convey the company’s ambition.

49



Are you building sufficient momentum within the organization? Score

There are opportunities for everyone in the company to take part in the

conversation around digital communication technology and their benefits.

We have identified the “true believers” who will help introduce digital

communication technology.

We have identified the “true enemies” who will not benefit from (or are not

willing to consider) any digital introduction and will resist it. We have a plan

to handle the situation.

We are building momentum through quick introduction successes.

TOTAL SCORE

Scoring: Over 23 the company is doing a good job building digital introduction momentum.

12-23 isolate which part is not satisfactory and remedy that component. less than 12:

the company needs to design and conduct a full engagement program.

50



The environment is right to shift to more digital supported

activities?Score

Senior leaders are active role models in the adoption of new behaviors.

We tolerate and learn from failures in our digital initiatives.

We are promoting the necessary cultural changes for digital transformation.

TOTAL SCORE

Scoring: Over 16 the company has started to shift its organizational behaviors and culture.

7-16 understand the root causes of concerns, and work with the team to remedy problems.

less than 7: the company needs to start working to create a cultural shift.

51

Evaluating

results

•Translate vision into an action plan

•Send clear goal message and need for change to engage workforce


•Build on acquired skills and initial experience by offering rewards. Monitor, measure and report on progress shortfalls.

4-Sustain information technology

introduction

1-Frame

the digital

challenge

2-Focused

investment


the organization

Know challenge

& risk

Starting Point

Creating Vision

Vision to action

Develop task force

Fund project

Convey ambitions

Earn respect

Create belief

culture

Develop skills

Incentives & rewards

Measure & duplicate

successes

52

This process

starts again as the

company moves

to a higher level.



Do you have the structural capabilities you need? Score

The organization is investing in the necessary skills to keep things moving

forward.

Where appropriate, we use common digital platforms.

We have strong IT- business relationships throughout the organization.

TOTAL SCORE

Scoring: Over 16 the company has the basic capabilities that is needed for steady

technical introductions. 8-16 the company has started implementing projects aimed at

developing needed capabilities, but more is needed. less than 8: the company needs to

consider specific programs for improving basic capabilities.

53



Are your reward structures aligned with your digit technology

introduction goals?Score

Financial incentives (bonuses, etc.) are aligned with the goals of digital

technology introduction.

Awards and recognition mechanisms are aligned with the goals toward

communication technology introduction.

Personal rewards (performance reviews, promotions, etc.) are aligned with

the goals of digital transformation.

TOTAL SCORE

Scoring: Over 14 the company’s current reward structures are aligned with its digital

objectives. 6-14 build consensus around a viable reward strategy aligned to digital

transformation. less than 6: implement specific reward structures that accomplish digital

goals.

54



Are you measuring and monitoring your digital communication

technology introduction progress?Score

Digital initiatives are assessed through a common set of key performance

indicators (KPI’s)

We have a clear line of sight from project-level KPI’s to goals on our

strategic scorecard.

We regularly review our progress on digital transformation at specific

milestone points in time using a Gantt chart.

TOTAL SCORE

Scoring: Over 15 there is a belief that the necessary KPI’s are in place. 7-15 isolate

specific measurements, and use them to measure technical introduction progress.

less than 7: establish a process to develop KPI’s, identify the correct level of measurement,

and make modifications where required.

55

• Translate vision into an action plan

• Send a clear goal message and the need for change to engage workforce

• Build digital awareness opportunities and threats

•Build on acquired skills and experience.

•Offering rewards.

•Monitor and measure progress.

4-Sustaining information technology

introduction

1-Frame the digital challenge

2-Focused investment

3-Implement action plan

in the organization

Know challenge

& riskStarting

Point

Creating Vision

Vision to action

Develop task force

Fund project

Convey ambitions

Earn respect

Create belief

culture

Develop skills

Incentives & rewards

Measure & duplicate

successes

56

57

Study most important information technology required

• Requirement most needed decided

Search for what is available

• Determine budget

Purchase and install system

Train staff on system

• Measure benefits gained

Plan for next technology required

Milestone – Measure benefits-determine rewards

Milestone - Requirement most needed decided

Milestone – System and budget decided

Milestone – Next technology introduction decided

Milestone – System ready for use

58

Action Plan Steps Jan Feb Mar Apr May Jun Jul Aug

Systems acquisition System training

Decide

Systems must be introduced at a

pace the personnel can handle.

Measure results

Install

Decide

RequirementStudy first introduction

Find appropriate system

Purchase system

Train staff on system

Plan for next project

59

Data & analytics

•Better market understanding

•Better forecasting

•Better budgeting

•Better able to develop business strategies for competitive advantages

Social media

•Making new friends

•Share experiences for free

•Building needed contacts

•Gain opinions

•Low cost networking to build human relations and create a competitive advantage

Mobile device & tele-conferencing

•Collaborate in seconds not days/weeks

•More frequent contacts

•Visuals for better understanding

•Achieve things faster, generate ideas to build a competitive advantage

Embeddeddevices

•Gather important information

• Improve response time

•Reduce risks, costs and effort to build a competitive advantage

Simply better…

1. The customer

experience

2. Improved operations

3. Able to finding new

opportunities faster

Why should you invest in and seriously train personnel on

digital communications devices, technology and systems?

Find the benefits that are the most valuable to you.

Then, quantify it financially.

Compare the financial benefit with the cost to

introduce the technology.

If it saves time, think about where the excess time

should be redirected (including more vacations!)

60Source: LEADING DIGITAL, Turning technology into business transformation, Westerman, Bonnet, McFee, HBR, 2014

Data gathering & utilization

Tele-communication utilization


Sensor & camera information gathering

Once to get

information took

hours. Now, its

minutes, even from

foreign languages.