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Digital Transformation& its implications for academia and
practice
Dr Elvira Bolat MIDM, [email protected]@Elvira_Mlady
digitalmebu.worpress.com
Increasingly our lives (social and professional), knowledge, experiences are found online
> 204 million 48000 4,000,000
Web 2.0
Digital Media Tools• Email marketing
• Google Search (SEO)• Website (& its support)
• Mobile Apps/widgets and games• Internet TV
• Hardware (PC, laptop, notebooks, mobile phones, tablets, gaming devices)
Programming Tools• Scripting languages• Source coding tools• Build tools Software Applications
• myBU• Microsoft Office• Safari/Firefox• Java• Adobe
DIM Platforms / Digital Media
3 Mediation Pathways
Source: Andal-Ancion et al., 2003. The digital transformation. MIT Sloan Management Review, (summer), p. 37.
Meaning?
So WHAT?
Meaning?
Forrester Research Group, 2015
DIGITAL TRANSFORMATION
BUSINESS LEVERAGE CHANGE OPPORTUNITIES
STRATEGY
So far …
Focus on End Product!
Applications of digital tech
Businesses’ digital presence: purposes
• Services-oriented / relationship building (e.g. British Gas, Eon)
• Brand-building (e.g. Coca-Cola, Heineken)• Transactional e-commerce (e.g. Amazon, Net-a-
Porter, Asos)• Portal or media (e.g. Google, silicon.com)• Social networking CLEARLY NOW ALL of THESE are
OVERLAPPED/INTEGRATED
from the Fortune 500 companies to start up businesses
Social Media
Top interest for all business
New Marketing DNA Model, Harrigan & Hulbert, 2011
“It’s not about doing ‘digital marketing or business’, it’s about marketing and doing
business effectively in a digital world.”
Diageo’s CEO, Ivan Menezes
Digital transformation trigger – consumption and culture
Source: http://was-gb.wascdn.net/wp-content/uploads/2014/12/Screen-Shot-2014-12-11-at-16.55.28.png
Source: Tuten and Solomon, 2015. Social media marketing, p. 84.
Social Media Touchpoints
Business Digital Economy
Behaviour Legal implications
CommerceOperations
CompetitionBusiness Models
1. Hire Changelings (practice) …
... but Talent/Skills Gap (academia & practice)
Bolat, 2015: 15% of creative SMEs invest into in-house skills to deploy mobile technology
Accenture, 2016: 15% of all UK firms invest into in-house skills to deploy digital technology
... but Talent/Skills Gap (academia & practice)
... but Talent/Skills Gap (academia & practice)
1. Implications: Practice & Academia Fusion
• New curriculum design with digital skills and competencies being at heart of any discipline (business degrees in particular) or at least on optional basis (new elective modules)
• Investigating Generation C• Investigating Issues in Practice
• Look into basics – link with talent/skills gap • Invest into DTI (at least software)– Bolat (2015): • outsourcing MTI is practiced by observers;• investing into MTI software is practiced by challengers;• in-house MTI is practiced by innovators/pioneers
2. Understand technology (practice & academia)
• Research into existing practices of DTI investments
• Mapping DTI practices against business performance outcomes
• Focus on practices of deployment, not technological characteristics only
2. Implications
3. Culture
CX with User (not Customer) at heart!...
… business in mind
Bolat, 2015: culture should be treated as a multi-faceted construct when it comes to digital culture
• Research into organisation culture as a result of digital transformation has so far focused on CX only
• There is a need for integrated/mixed method studies
3. Implications
4. Strategy …
• Link to Talent Gap
….
• Business Strategy = Digital Strategy
Resources Capabilities Metrics
• Are there new business strategies emerged as a result of digital transformation?
• Role of leadership and vision is achieving KPIs
4. Implications
Keep on your list!
1. Digital Talent2. Technology deployment practices3. Digital Business Culture4. Digital Strategy
