Tags: digital-transformation*

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  1. One of the things that almost everyone of us does is to optimize. We optimise our time, our money and at times even our relationships. We want maximum efficiency in almost everything that we do. In organisations, we compensate sales guys on sales made, product managers on product development, marketing folks on leads generated, manufacturing folks on operational efficiency. Everywhere we look, we can find efforts to maximise efficiency in that part. This, in general, is our attempt to gain local optima. We try to reach optimal performance in that specific domain with no regards to the effect it has on the global performance.

    This is why we have sales teams ending up selling something that is easier to sell than selling one that the company strategy is betting its future on. This is why we have manufacturing teams producing more stock of an item then needed to improve their operational efficiency. This is the reason why we have well-meaning folks from Dell outsource everything to their Chinese suppliers leading to the disruption of Dell as the leader of the PC revolution.
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  2. CXOs no longer consider technology to be the top factor that will impact their businesses in the coming two to three years, according to the IBM Global C-suite Study, released Monday. Instead, 68% of the 12,800 CXOs surveyed across 20 industries and 112 countries said they expect organizations to emphasize customer experience over products in the future.
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  3. Digital transformation consists of multiple interdependent and intersecting changes driven by technological disruption. An organization’s ability to not only survive digital transformation but thrive, is dependent on its ability to manage complex change with a cohesive strategy. Research data from multiple sources indicates that slightly more than half of major change initiatives are viewed as successful. That means that nearly half fail to achieve their goal, a clear indication that organizations will need to sharpen their change management skills to transform to the digital state. Does your organization have a plan in place for managing digital transformation?
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  4. The term digital transformation is increasingly creeping into the boardrooms of businesses both big and small. Finally, there is a realization at the top of many organizations that digital has genuinely changed the world and that business as usual is no longer an option.

    Unfortunately, few executives understand either the nature of digital or how it has changed things. Worse still they are not turning to us, as digital experts, for the answers. In this post, I want to encourage you to embrace the new boardroom buzzword and move from digital implementor to digital transformation advocate.
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  5. While digital transformation failures don’t make the headlines as much as their successful counterparts, they do contribute to some troubling statistics.
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  6. As its name suggests, digital transformation is in a state of flux. Business leaders are increasingly acknowledging the importance of implementing a strategy for making digital tools and ideas the core of business operations, but that doesn't mean transformation is happening everywhere you turn.
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  7. Digital transformation remains an obstacle course. At Connected Enterprise ’17, the BT-150 executive panel shared how they faced these obstacles, moving beyond noisy KPIs and stifling performance reviews.
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  8. The digital transformation has forced the customer experience (CX) to the forefront of every company’s priority list. And when it comes to CX, there is clearly no shortage of customer feedback to be had. From social media to chat bot records—and from verbatim surveys to old-school focus groups—today’s businesses have an ever-present flow of customer feedback at their fingertips. So why are so many companies falling short when it comes to this bedrock of customer engagement?
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  9. A few years ago I attended an event, organized by our partner BT Global Services. When talking about digital transformation, back then a relatively new term, several CIOs reminded how they always had transformed, illustrating their statements with state-of-the-art projects across a broad range of business functions, processes and technologies of the SMAC stack such as cloud computing (a major area for BT Global Services).

    It needs to be said that the average CIO attending the event worked for a large enterprise, the typical customers of BT Global Services. Now that digital (business) transformation has become a broadly adopted and – admittedly – often somewhat misunderstood term, what are CIOs thinking about digital transformation? Isn’t it just a matter of a few CIOs or projects anymore? How does it impact them?
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  10. Solving the problem of capturing and analyzing "dark data" is the business problem of the century, especially for CMOs who are increasingly accountable for generating revenue and improving business outcomes.

    What is dark data? It's the unstructured data that's all over social networks, and it's full of valuable insights you can put to work to generate revenue and improve the way your business operates. But it's highly likely you're not using it—yet.
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