Uploaded byRobbert de Haan
The Rise of Digital Transformers
The document discusses the evolution of businesses in the digital age, highlighting the challenges traditional companies face in connecting with customers amidst rapid change and internal complexities. It emphasizes the importance of digital transformation, ecosystems, and the role of 'digital transformers' in driving this change, particularly in the Netherlands. The mission involves supporting the personal growth of these transformers to improve the digital maturity and performance of businesses.
More Related Content
Similar to The Rise of Digital Transformers
The Rise of Digital Transformers
- 1. Robbert de Haan,Founder @robbertdehaan https://nl.linkedin.com/in/robbertdehaan
- 2. REMEMBER HOW ITALL STARTED? ’90s eBusiness ’00s Mobile Revolu1on ‘10s Digital Transforma1on
- 3. TODAY FOR BUSINESSES THECHALLENGE IS TO TRULY CONNECT WITH CUSTOMERS.
- 4. BUT TRADITIONAL COMPANIES FACETWO CRITICAL CHALLENGES.
- 5. 1. THE WORLDAROUND THEM IS CHANGING FASTER THAN EVER. 2. THEIR OWN SCALE AND COMPLEXITY ARE WORKING AGAINST THEM.
- 6. TODAY’S DOMINANT VIDEO SERVICEIS A DIGITAL COMPANY. GOOGLE SEARCHES OVER TIME 2004 2013 NETFLIX BLOCKBUSTER
- 7. TODAY’S DOMINANT MUSIC SERVICEIS A DIGITAL COMPANY. GOOGLE SEARCHES OVER TIME 2004 2013 ITUNES TOWER RECORDS
- 8.
- 9. DIRECT MARKETING, GAMING, RECRUITING, TELECOM,AND RETAIL? DIGITAL COMPANY.
- 10. TODAY’S FASTEST GROWING, MOST PROFOUNDLY IMPACTFULCOMPANIES ARE USING A COMPLETELY DIFFERENT BUSINESS & OPERATING MODEL.
- 11. ECOSYSTEMS ARE THEDRIVING FORCE IN SUCCESSFUL NEW BUSINESS MODELS.
- 12. STRUCTURE ACCOUNTABILITIES GOVERNANCEWAY OF WORKING CAPABILITIES VISIONARY vs. COMMERCIAL LEARNING vs. SUSTAINING OPEN vs. CLOSED LEAN vs. LARGE EMERGENT vs. CONTROLLED WHILE HUMAN-CENTRIC OPERATING MODELS INSPIRE UNBEATABLE CUSTOMER EXPERIENCES. A NEW VALUE SET EXPRESSED ACROSS MULTIPLE DIMENSIONS OF AN ORGANIZATION
- 13. TO COMPETE, BUSINESSESMUST CHOOSE THEIR PATH TO EVOLVE INTO A DIGITAL COMPANY ...DIGITAL INTENSITY TRANSFORMATION MANAGEMENT INTENSITY DIGERATI CONSERVATIVES FASHIONISTAS BEGINNERS “Digera( build digital innova(ons and drive company-‐wide transforma(on resul(ng in significantly higher financial performance than their less digitally-‐mature compe(tors”
- 14. … AND SOLVETHE DIGITAL TALENT GAP ALONG THE WAY.
- 15. CRITICALLY, BUSINESSES NEEDMULTI- TALENTED DIGITAL TRANSFORMERS TO ENABLE THE CHANGE JOURNEY … + Transforma<ve vision Digital capability knowledge & experience GeLng things done + = Key quali(es of a ‘digital transformer’
- 16. … WITH TWODOMINANT USE CASES EMERGING IN THE NETHERLANDS Start-‐up Level of impact/ commitment digital transforma.on Business process effec(veness Eg. Marke<ng automa<on Tradi<onal business Eg. KPN Established ‘pure-‐play’ Eg. Hotel Booker Ac<vity efficiency Eg. Brand adver<sing
- 17. OUR MISSION: DIGITALTRANSFORMERS’ PERSONAL GROWTH & DEVELOPMENT “Suppor(ng the personal growth & development of ‘digital transformers’ to accelerate the digital transforma(on of Dutch businesses” Mo1va1on – ensure recogni<on, mo<va<on, and enthusiasm to drive con<nuous improvement in digital business transforma<on Networking– ensure connec<ons, trust, and a sense of community amongst digital transformers Learning & development – ensure shared expecta<ons of a digital transformer to enable benchmarking and tailored personal development, sharing best prac<ces and knowledge
- 18. WE HAVE STARTEDBY INVITING PRACTITIONERS TO SHARE CASES AND TO CHOOSE THE BEST PERFORMER
- 19. JOIN THE 2015AWARD CHALLENGE NOW AT DIGITAL-TRANSFORMERS.NL supported by: