Insights

Digital transformation is a combination of organisational, behavioural and technical transformation. It's not just about buying digital tools, although they have their place; the main determinant of success is leadership. Some thinking on succeeding with transformation is set out in these articles. You should find these insights thought provoking.

True North

True North

All change is about people. Success means bringing together and leading many more strands of engagement than is often appreciated. You need clarity on where and how to start, the talent needed and the cognitive capacity to balance the dependencies of transformation. Then you can see your True North.

Change is hard

Change is hard

Changing how your company operates is hard, but can be done. You must create a whole-company focus to empower your people to be self-directed, to major on the cross-functional business processes necessary to create ongoing customer value, and to innovate to stay relevant as the market changes.

Why does my business exist?

Why does my business exist?

Irrespective of market sector, delivering value to customers must be the prime purpose of any company, yet many companies struggle to differentiate or communicate their true value to the outside world.

What is the value my business sells?

What is the value my business sells?

The results of your efforts to create value are measured in the customers’ perception of that value. But customer value is all about subjective perceptions, which can only be influenced, not controlled.

How do I know that my organisation is creating customer value?

How do I know that my organisation is creating customer value?

All organisational activity should be about generating value for our customers. But few people are able to define ‘value’ as something that’s actually meaningful in the context of an initiative or a customer.

Customer-centricity - three ways leaders can embed competitive advantage

Customer-centricity - three ways leaders can embed competitive advantage

A culture of customer-centricity has given many leading companies success. By listening to prospects and customers, meeting their needs, driving engagement and advocacy, determined culture change, which puts the customer at the heart of the business, results in efficiency, growth and profitability.

How do I set and amend strategic direction?

How do I set and amend strategic direction?

Successful leaders understand that they need to find new ways to increase profits and reach new customers. There are numerous options available, but how do you know which one will work best for your organisation?

Managing Corporate Risk

Managing Corporate Risk

To stay trading, organisational leaders must be supportive of lines of enquiry which uncover threats to the existence, products or profitability of the company, and take mitigating actions to reduce such risk.

Products need to be Secure

Products need to be Secure

Whatever stage of your digital transformation journey you are at, your company needs to stay trading. Digital products need security designed in from the beginning.

Staying Compliant

Staying Compliant

To stay trading your company needs to be, and remain, compliant. Few business owners will say that they like regulation, but the consequences of not being compliant can stop you trading, so make sure that you have sufficient people making sure that you are.

Agile must extend beyond IT

Agile must extend beyond IT

When challengers start to deliver value to your clients, IT are often given the digital transformation brief. But while those outside IT may see their role as merely looking on from afar and tolerating the noise, much greater benefit arises when the rest of the value chain works in the same manner.