Thanks to all who attended the 2014 State of Digital Transformation webinar! As we didn't have time to answer all viewer questions after the presentation, we've included our responses to the top inquiries below. If your question still remains unanswered, leave a comment, and we'll get back to you as soon as possible
More important than the CEO using digital tools is his or her embracing them as a viable way of connecting with consumers. As audiences turn increasingly digital, they expect brands to be where they are, when they want them, with relevant content, experiences and outcomes at the ready. This vision must be supported from the top-down in order for digital transformation to permeate all levels of the organization.
Executive championing of digital transformation varies from one organization to the next of course. From CMOs to CIOs to, in some cases, CDOs or CXOs (Chief Experience Officers), different roles will champion efforts depending on the unique organizational structure and - more often than not - what department or area of expertise the change agent has risen from. The maturity or depth of digital transformation within an organization is dependent on the ability for a c-suite executive to connect disparate groups internally in order to deliver a seamless customer experience on all digital channels throughout the customer journey. Without doing so, its effect is limited.
Digital transformation is a form of change management. Although marketing and IT are at the helm of many digital transformation efforts, we found through our research that other departments involved include: customer service and CRM (CX), HR, legal and compliance, and mobile. Digital transformation affects nearly every department within an organization, so all employees must be in support of its initiatives as core principles of their job responsibilities.
Companies that have a CDO or CXO role are among the most digitally mature. They organize these roles at the same level as CMO and CIO. We did not come across any companies that use them as proxies. The CMO and CDO are in lock-step, while the CXO and CIO often act in an advisory role for all initiatives to determine viability and ensure a seamless customer experience is maintained.
Many organizations are weighed down with internal politics and bureaucracy that lead to slow-changing processes. Often, this means that it takes convincing and proof through data and analytics to make the case for digital transformation and allocating resources toward digital channels. Without the internal support from leadership who believe that customers are currently transitioning toward a completely digital lifestyle, change agents will have difficulty in moving forward with the agility needed to adapt to quickly changing digital preferences. The case has to be made. It’s not going to be swift nor enterprise-wide in the beginning. Often companies focus efforts on pilots and in specific instances where the effect of change can be demonstrated.
As we didn’t have time to answer all viewer questions after the 2014 State of Digital Transformation webinar, we’ve included our responses to the top inquiries here.
Altimeter and Capgemini Consulting to Collaborate on Thought Leadership, Research, and Global Consulting
Altimeter’s recent research for its report, The 2014 State of Digital Transformation, uncovered that investing in new digital technologies (social, mobile, big data, cloud, etc.) doesn’t always equate to uniting those efforts around a common vision supported by an updated, integrated infrastructure.
As part of our open research process, I would like to extend an invite for your input, feedback, case examples, or any other insights you’d like to contribute to our upcoming research around the Internet of Things.
In this one-hour webinar, Brian Solis shares research on how businesses explore digital transformation, including results from a 2014 survey of leading digital strategists.
Digital Darwinism is a fate that threatens most organizations in almost every industry. Because of this, businesses not only have to compete for today but also for the unforeseeable future.
I follow the Maker Movement as a consumer, analyst and also as a maker. What is the maker movement?
Businesses today are met with unique challenges and opportunities that necessitate pause. For years, management models were developed to optimize the pursuit of business objectives.
Pervasive technology fundamentally changes how people communicate, discover and connect. With smartphones and tablets serving as digital appendages, we focus on small screens throughout our day, every day and in all we do.
There’s a lot of talk about the future of work… Technology is indeed connecting us in ways that improve communication, discovery and connectivity.
Today, I’m proud to announce the release of Altimeter Group’s second report on Digital Transformation. This new report is aimed at executives and digital strategists to help them (you) further understand the state of digital transformation as you plan your next steps and investments.
Silicon Valley is more than a place, it’s a movement. While many debate where the “next” Silicon Valley will gain prominence, the point that many onlookers miss is that innovation is at the heart of the crusade.
Thank you to everyone who joined us for Tuesday’s webinar on Digital Transformation. We had an excellent turnout from around the globe and received a lot of great questions throughout Brian’s presentation.
“Digital transformation” isn’t a trendy moniker to signify an increase in technology investment. It’s a renewed focus on the customer and the human side of business.
To learn more about the state of social media command centers, Altimeter Group spoke with three organizations — MasterCard, eBay, and Wells Fargo Bank.
As we launch into 2014, the analysts at Altimeter each pulled together a compilation of trends and issues they are watching closely this year.
Adobe Marketing Summit and Oracle OpenWorld both took place recently. It’s another month until Dreamforce, but I expect similar announcements to be made there.
This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Over 30 Technologies Have Emerged, at a Faster Pace than Companies Can Digest. If you think social was disruptive, it was really just the beginning.
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise.
The End of Business As Usual explores each layer of the complex consumer revolution that is changing the future of business, media, and culture. As consumers further connect with one another, a vast and efficient information network takes shape and begins to steer experiences, decisions, and markets. It is nothing short of disruptive.
What’s a crises? We did analysis on the list of social media crises aka “punkings” to find out what went wrong, why, and what should have been done.
Engage! examines the social media landscape and how to effectively use social media to succeed in business—one network and one tool at a time. It leads you through the detailed and specific steps required for conceptualizing, implementing, managing, and measuring a social media program.