Digital Enterprise Transformation – Wrap Up


Over the last three months, I have presented a framework for thinking about transforming the enterprise to the type of enterprise that can succeed in the year 2020 – What I call a digital enterprise.

Throughout this multi-part transformation series, I have focused on those forcing functions that push us to transform – the drivers that stir us to action. Old models that were created for another time cannot lead us into this future – we must think differently. We must invent the models that define business in the decades ahead.

So, I wrap up this closer look at transformation with the hope that I’ve convinced you in some small way that we are indeed heading towards what is likely to be the most transformative period in history. My hope is that leaders everywhere think differently to usher in a period of prosperity and societal advancement. Instead of talk of disruption, let us talk of enablement and advancement. May we each have the wisdom, vision and courage to lead in this emerging transformative period.

For a review of this entire transformation series, here is an intro and link to each of the prior posts. As a reminder, forcing functions are those things that force the enterprise to invest in a future state. The enablers are those facilitators of change that allow us to address the forcing functions and build a path towards the future. Click on the underlined title to access each post.

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A Closer Look at Transformation: Collective Intelligence


Next up in this transformation series is the seventh enabler: Collective Intelligence. One of the key themes throughout this transformation series is the clear movement from an enterprise entity to an extended enterprise of stakeholders. This extended enterprise – or what I alternatively call value ecosystem – increases complexity and requires a new management approach to be effective. I use the term collective intelligence as an umbrella phrase that combines the critical need for both collaboration and analytic excellence. This includes other forces like crowd computing, crowdsourcing, co-creation, and wisdom of the crowd – all of which stem from the connectedness of our world, and the growing realization that value creation requires a broader community.

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Digital Enterprise Characteristics


In the past two months, interest in the characteristics of a digital enterprise is accelerating. I believe increasingly, traditional companies understand that viability in the next decade drives the need to evolve. The list of characteristics has been refined through ongoing dialog and now looks like this: 

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The Role of Social Computing and Business Analytics


After some very bad and well-publicized business decisions drove a subprime mortgage meltdown and the near collapse of the auto industry, many would agree that methods for enhancing decision making are greatly needed. Findings in a recent MIT Sloan special report support this notion. Senior executives want their businesses run by data-driven decisions. They want to understand optimal solutions and take action quickly; but as the authors point out, this is no small task. They suggest that in order for insight to drive action, the insight must be closely linked to business strategy, easy for end users to understand, and embedded into organizational processes.

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The Value of Twitter


I highly recommend this article by Mark Suster titled The Power of Twitter in Information Discovery. This same author has written a piece on Twitter’s use cases, which is also a good read. For those that still think Twitter is about telling people what you had for breakfast, these are must reads. I agree completely with his perspective and use Twitter in a very similar manner.

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A look at 2011


As 2010 winds down, it is time to look ahead to 2011. I have high expectations as the calendar turns, and I believe 2011 will be the year of adoption. I believe we’ve reached a point where cash will come off the sidelines and I expect to see technology investments focused on revenue generation and value creation. With that as a backdrop, I’ll Label 2011 as the year of collaboration and intelligence – the two areas that I believe align very well with pressing business priorities. So here are my thoughts on 2011.

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Reinventing Customer Relationships


CEOs believe that the time has come to reinvent customer relationships. That’s one of the key findings in IBM’s 2010 CEO Study titled “Capitalizing on Complexity”. This belief is based on the following observations: 

  1. The world is massively interconnected, thereby making customer intimacy a priority
  2. Customers have more options due to globalization and dramatic increases in available information
  3. Differentiation will come from innovation and co-creation with customers
  4. The information explosion presents a great opportunity to develop deep customer insights 

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