David Banger (main photo) is an adjunct professor, digital advisor and founder of CHANGE lead | Practical Digital. He’s also the author of Digital Is Everyone’s Business | A guide to transition. In his latest post for B&T, the goodly prof argues there’s plenty to learn from other brand’s digital transformations…
The breadth of technology that is or will soon be within many organisations will require a new approach. What are the key factors an organisation needs to consider for the digital future?
The first is customer intimacy, and the other is integration and scale, they are potentially dichotomies; however, within an exceptional digital organisation, they are not. A frequent and possibly over talked of digital example is Uber. Many organisations want to strive to be like Uber or other technology X organisations.
Uber exemplifies the above two factors. Uber has achieved; closeness to their customer through location and previous trip data, they also know what type of customer you are by the rating the driver applies. They have achieved scale through a digital ecosystem that has integrated the supply chain, a driver, car, location and passenger. Much of this is automated. Uber and other X’s continued to be studied by mainstream, traditional organisations as they consider how they could be their industries disruptor.
In many cases, it is unlikely that they will be their industries disruptor.
Organisations will change; they need to evolve; however, potentially not everything will be disrupted. Further, traditional organisations are not operating at their inception when business was simple, and there was no legacy within the organisation. Legacies contribute to lethargy and erode the initial urgency of a younger business. Also, many people within these organisation are fatigued with the talk of disruptors. The disruption hype and effort within the organisation in many instances has been attempted. Remember that start-up endeavour or organisational wide Agile initiative, what did they commercially achieve?
Despite this, statements are still being made by leaders or those with influence within an organisation, and these are often whispered, mumbled and repeated by others; we need to be more like a disruptor! However, are we sure about this? What is feasible and reasonably achievable?
Here is a hint, maybe you don’t need to be the disruptor.
What if all your competitors are focussed on being the disruptor? What is there or your likelihood of success? How many start-ups fail? Lot’s! Often venture capital will not be made available to those who have not failed and failed multiple times. Plus, many digital transformations fail, McKinsey research indicates 84 per cent. If start-ups fail and transformations fail what could be an alternative?
What if an organisation took an approach of practically segmenting their focus and effort with technology? With an obsession on the customer combined with consistent sustained effort overtime, there will be incremential shifts, the organisation will evolve.
Not all technology is the same; there are three possible purposes of technology within an organisation and that offer different possibilities.
Information Technology; the traditional IT department is consisting of infrastructure, network, applications, data and security. The IT is to evolve to support the incremental shift. Operational Technology; helps a business perform better by automating manual activities, i.e. cleaning of a floor in a shopping centre. Operational Technology is very common in manufacturing. Customer Technology; generally, enabled by a mobile device and application, however, is expected to evolve to an experience. An example is; near field communication technology recognising your device and prompting something that you are interested in is within proximity.
The innovation within an organisation may be to initially identify and focus on the emerging options of each technology purpose. Rather than wanting to be the next BIG disruptor, seek to shift the capabilities of your organisation with a structured assessment of Information, Operational and Customer Technology. Then aim to iterate on their offerings regularly.
Please login with linkedin to commentDavid Banger
Union, WPP AUNZ’s bespoke national group model created to service Bankwest, has launched a new national brand campaign for the visual-style terms and conditions the financial institution developed with the University of WA in a bid to make T&Cs more engaging for customers. Bankwest has rolled out visual terms and conditions for its Bankwest Easy […]
Adland doesn't appear to function much before 11am, so it's hats off to these early birds who had to set the alarm.
The first ever web series to be funded by both Screen Australia and Film Victoria for TikTok, will launch on May 17. Produced by Hayley Adams and Michelle Melky, and directed by Logan Mucha, Scattered is a new queer drama comprised of 38 x 1-minute daily eps. It follows three best friends, Jules, Sami and […]
Schwartz Media will extend its audio offering with a new culture podcast. Building on the success of its flagship daily news podcast 7am, and it’s growing arts and culture coverage, Schwartz Media is launching new podcast The Culture at the end of the month. Award-winning journalist, editor of 7am and pop-culture obsessive Osman Faruqi will […]
Building a connection with existing customers is just as integral to any marketing strategy as winning new ones, but how do we turn customers into spokespeople for our brands? By Peggy de Lange, VP of international expansion at Fiverr It’s a well-known rule of thumb that it costs 5-times more to get a new customer […]
In the next instalment of the ‘Proudly Ordinary’ campaign for Tooheys Extra Dry, Lion and 72andSunny continue their partnership with work from Vice and Aaron Gocs (Gocsy). Gocsy is a beloved icon of Australian outsider comedy who creates content for Vice and his own broadcast channels. As part of the highly successful ‘Proudly Ordinary’ brand […]