DigiTech Magazine - UK CIO2020 - Spring 2015 - Page 14

BUSINESS .................................................................................................................................................................... TECHNOLOGY Chasing the Digital Train The Digital train has left the station. Its pace has increased exponentially in the last 5 years. The stations of eCommerce and big data are well in the past, as the train ploughs on – disrupting industry after industry, building momentum all the time. For large scale enterprises with traditional technology systems, who missed the train, its progress can be disconcerting and even the concept of “Digital” appears increasingly illusive. EXECUTIVE SUMMARY TO GET GOING QUICKLY, SET UP A SEPARATE DIGITAL FUNCTION Digital, in this context, is technology that connects and supports the interaction between businesses and customers to exchange information. Beyond that, Digital is about understanding users, building interactive and engaging products that meet their needs and being able to respond to their changing demands. It includes all those things that are required to create and take a digital product to market and keep it competitive; from concept to delivery, operation and continuous improvement. It requires a team accountable, responsible, and empowered to improve the product. The companies that grew out of Digital, like Spotify, Google or Amazon, can adapt and change at speed to delight their users. However, most traditional organisations are not nimble enough to make that change, allowing organisations like Netflix to fill the voids left by those such as Blockbuster. • It is easier and quicker to start from scratch when you need to be radical rather than trying to change existing ways of working and mind-sets • This will allow you to experiment and demonstrate ‘what good looks like’ quickly to the rest of the organisation • Digital departments will often require inputs from different areas of the business, which could include IT, Marketing, Customer Experience and Business Operations • The need to create an artificial divide between Digital and the rest of the organisation becomes obsolete once your new function has been incubated This article will offer practical tips on how to successfully build sustainable digital capability in your organisation. To catch the train and stay ahead of competitors, you must start with the goal in mind – deliver quick wins, but make changes that will be viable in the long term. • Over time, “traditional IT” can evolve to embed new skills and ways of working • Marketing will become increasingly reliant on Digital channels so the need for a division will become obsolete LONGER TERM, DIGITAL SHOULD MERGE WITH EXISTING DEPARTMENTS START WITH THE GOAL IN MIND