Week 4 Conclusion

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Do curso por BCG

Digital Transformation

221 classificações

BCG

Digital Transformation

221 classificações

Digital transformation is a hot topic--but what exactly is it and what does it mean for companies? In this course, we talk about digital transformation in two ways. First we discuss the pace of change and the imperative it creates for businesses. Next we provide the context for this transformation and what it takes to win in the digital age. Then we walk through BCG's proprietary framework, which helps you identify key areas to digitize, including strategy, core processes, and technology. By the end of this course, you'll be able to: --describe the underlying economics of innovation, technology, and market disruptions --weigh the pros and cons of current digital technologies driving advancement --utilize BCG's digital transformation framework as a ""how-to"" for digitizing your organization

Na lição

Your Path to Digital Transformation

During Week 4 we tackle the "how" of digital transformation. We approach this challenge using BCG's proprietary framework, which provides a practical strategic model for moving from a legacy to a digitized business. We'll explain the framework's fundamental duality and the different enablers of digital transformation.

Interview with Ralf Dreischmeier on Success Factors of Digital Transformation4:48

Week 4 Conclusion3:44

Course Conclusion1:11

Conheça os instrutores

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Amane Dannouni
Principal at The Boston Consulting Group, Singapore
Sonja Rueger
Project Leader, The Boston Consulting Group
Ching Fong Ong
Senior Partner and Managing Director, The Boston Consulting Group

Where does your company stand in

its digital transformation along

the different building blocks you have seen in this module?

Perhaps, you have already established a new agile way of working,

but you might struggle to anchor data and analytics capabilities in your organization.

Or you have designed a new digital customer journeys,

but you did not manage yet to find your new digital growth.

Every company is different.

It has its specific challenges,

its legacy, and its opportunities.

That's why there is no one-size-fits-all approach here.

The framework we have outlined is not

a step-by-step cooking recipe for digital transformation,

but it is intended to give you an overview of the key ingredients to succeed.

So, let me do a quick recap of those key ingredients.

We have seen that in a world of fast technological evolution and unpredictability,

the rigid approach to strategy making,

with its 3-5 years planning cycle, is dead.

It needs to be replaced by a much more adaptive approach

tailored to the respective business environments a company is acting in.

Then, we have looked at how a company can digitize its core.

The key was to start from the customer's point of view,

not from the process.

This way, you will be able,

not only to provide enhanced customer experience,

but increase efficiency of the operations at the same time.

After looking at the core,

we saw how difficult it is for a company to explore new growth options.

If a company does not manage to constantly reinvent itself,

it is likely to be disrupted.

The challenge is to find the balance between running the core business and innovating,

getting the right level of what we have called ambidexterity.

Practically speaking, a business can either switch between exploring and exploiting,

do both of them at the same time but in different divisions,

or tap into an external source of innovation.

We have also introduced

four enablers as foundation for a company's digital transformation.

We started with Agile at Scale as a way to completely reinvent our ways of working.

Then, we saw how to build real data and analytics capabilities beyond the popular myths.

On technology, we have seen how two speed IT can be

a starting point to manage the legacy before becoming fully digital ready.

And then the last enabler,

we talked about a company's ecosystem.

A company cannot and should not do everything by itself.

It should have a co-petition mindset.

A mix between competition and cooperation.

This already marks the end,

not only of this module,

but of the whole course.

I sincerely hope you have enjoyed our discussions,

our examples, and our expert interviews.

Remember, when I was saying in

the course introduction that digital transformation is hard,

I don't want to fool you,

it will still be hard even after you have taken this course.

But at least now,

you know exactly what you need and what you should watch out for.

I wish you all the best of luck in the rest of your exciting journey.

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