digital transformation jaco aucamp

DIGITAL RETAILINGSTRATEGY | CULTURE | TECHNOLOGY

A tasty bite-size version by Jaco Aucamp

DIGITAL RETAILING – ROAD MAP

We live in an era of “Digital Darwinism,” where society and technology evolve faster than the ability to adapt. Disruptive technologies are affecting market dynamics and businesses struggle to keep up with technology and its impact. [8] It is clear organizations wrestle to balance technology and organizational priorities to help them define a collaborative and productive path toward change. When a business wants to build a digital transformation roadmap, they need to remember that the customer experience serve as the heart and soul of digital transformation and decision making and IT will be influential in implementing the change. [3]

PeopleSuperior Customer Experience

ProcessMaximum Organizational Efficiency

TechnologyIntegrated Information Infrastructure

ContentOptimized Content Management

Customer Centric Culture

Cross Functional Collaboration

Partner Enabled Programs

Personalized Buyer Engagement

Total Operational Integration over

channels

Advanced Business Intelligence

Digital Marketing Campaigns

Customer Lifecycle Analysis

Integration of IM Platforms

Integration of Data Silos

Predictive Data Analytics

Contextual Information Architecture

Data Quality & Governance

Product Information Management (PIMS)

Digital Asset Management (DAM)

Enterprise and Site Search Optimization

Digital Retailing, Jaco AucampFigure A - Early Information Science

https://www.linkedin.com/in/jaco-aucamp-a8b63324/

DIGITAL RETAILING – TRANSFORMATION

To digitally transform a business is determined in large by a clear digital strategy that is supported by leaders who foster a culture that enables change and innovation. This may sound consistent to prior tech evolutions, what is unique to digital transformation is that calculated risk taking is becoming a cultural norm as digitally advance companies seek new levels of competitiveness and at the same token, employees across various age groups are drawn to digitally progressive organizations. [1]

Key questions to ask:

• Does our organization have a digital strategy that goes beyond simply implementing technology? Digital transformation does not begin and end with adopting and integrating technologies, but more around improving innovation, decision making and ultimately transform how a business operations in all its functional streams. [1]

• Does our company culture foster digital initiatives? Organizations will have to change their culture mindsite. This is extremely important to drive the mindsets of business leaders to increase collaboration and encourage risk taking. This is fundamental to drive the current culture to digital and spir great digital transformation progress. [1]

• Is our organization confident in its leadership’s digital influence and ability to drive change? This does not translate into leaders being digital gurus, but they must understand what can be accomplished by bridging the gap between business and technology and have the fortitude to lead this transformation. Change will be fast and intest and transformation process will be long. [1]

Digital Retailing, Jaco Aucamp



Digitally maturing companies behave differently than their less mature peers do. The difference has less to do with technology and more to do with business fundamentals. Digitally maturing organizations are committed to transformative strategies supported by collaborative cultures that are open to taking risk. Equally important, leaders and employees at digitally maturing organizations have access to the resources they need to develop digital skills and know-how [1]

Strategy drives digital transformation, not technology

• Digital strategy drives digital maturity: A clear and coherent digital strategy is needed to help the business transform processes, talent and business models.

• Power of digital transformation strategy lies in its scope and objective: Less digitally mature organizations tend to focus on individual technologies and have strategies. Mature digital companies are developed with an eye on business transformation.

• Maturing digital organizations build skills to realize the strategy: Digitally maturing organizations are four times more likely to provide employees with needed skills than are organizations at lower ends of the spectrum.

• Employees want to work for digital leaders: Across age groups from 22 to 60, the vast majority of respondents want to work for digitally enabled organizations.

• Taking risks becomes a cultural norm: Organizations pioneering the digital space nurture a culture that is comfortable taking risks than their less digitally mature peers.

• The digital agenda is led from the top: Digital successful organizations are nearly twice as likely as less digitally mature entities to have a single person or group leading the digital effort from the top.



DIGITAL RETAILING – Sources

1. Jonathan Copulsky, Strategy, not technology, drives digital transformation, MIT Sloan Management Review. 2015

2. The Future of Customer Engagement, Edge Research Reports and SAP, June 2014

3. The eBusiness Professional Blueprint for Strategy in the Age of the Customers, Forrester Research, September 2014

4. Rawntech Mak, VP/Director at RAWN Technologies Ltd

5. Brian Solis, Jaimy Szymanski, Six Stages of Digital Transformation, Altimeter, 2016

6. Digital Transformation,Challenges and Opportunities, Oracle, 2016

7. Adopting Digital Transformation, OptiSol Solutions and Services

8. Digital Transformation, Closing the Gap between now and the future, Cisco Business Insight

9. Building a Digital transformation Roadmap, Early Information Science, 10. Niall Mckeown, Difference between Digital Business strategy and Digital Transformation, Ionology, 2014

