Over the past few months, I've done my best to introduce this newer topic, but there's much more to do.
The central idea: successful organizations will need to re-invent their core value proposition for the digital world we now live in. To be clear, it's not simply replacing phsyical constructs with digital ones; it's re-imagining how to better deliver value and differentiation to the people you serve.
Enter many familiar topics: social, mobile, analytics, next-gen apps, cloud, content, etc. While each fascinating in their own right, they can (and will) blend to support these newer models.
Here's what I've written so far:
In "The Next Transformation", I do my best to describe the next big transformation at hand, the notion of a digital business models, as well as the ratoinale and motivations behind the change.
Starting from the foundation, in "The Digital Business Platform", I offer up a quick enumeration of the key supporting technology capabilities that you'll inevitably find in modern digital business models.
But all that capability has to be pointed at some very big ideas. In "The Digital Business Strategy", I attempt to describe similar elements in the models that I've encountered so far.
New functions inevitably require new roles and new skills, and in "The Digital Business Architect", I describe one essential skill set that's frequently emerging.
Meaningful change never happens without strong leadership, and the move to a digital business model is no exception. I describe what I've seen so far in "The Digital Business Leader".
But if we're talking a fundamental transformation, that also implies new skills across the leadership ranks. I describe the challenge and a suggested approach in "The Challenge of Creating Executive Digital Literacy".
And, finally, I'm starting to share excellent examples of organizations who've made the change, and have visibly re-invented themselves for a digital world. Here's a look behind the scenes at Jaguar Land Rover: "Doing Business In A Digital World".
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