There were several ages since the internet first appeared. At the very beginning, it was only able to communicate one way. You can read but not reply, comment or ask. In contrast, today, you do nearly everything online. The internet is 100 times faster and 1/10th the cost. Being able to adapt is crucial! So check out a few things I learned with André Zeferino, author of Digital Marketing Analytics, a few weeks ago about digital transformation.
Take iTunes as an example, the music industry before was controlled by the recording studios that managed the artist’s image, the albums sold, etc. We were only able to buy the whole album – with all the songs you like, the ones you do not and the ones you do not know about. The studios were not expecting a disruptive technology to come, especially not from a company that was not even a competitor. This shows us, that we need to be ready to change our business model at any time.
A digital transformation starts with the intentions from the people to change their business model, and companies that have that in their culture, question consistently how their business model needs to adapt and which opportunities are coming up with disruptive technologies.
There are three crucial elements in a successful digital transformation:
- a committed leadership,
- the employees having digital skills, and
- a digital agenda.
The leaders must be truly compromised with the change, the employees need to have experience with the use of technology and feel willing to use it and the organization needs to set a person or unit responsible for creating and implementing a digital agenda that will help switch the culture of the organization.
Recently I saw Rui Humberto implementing it in his family business. Of course, there was a huge resistance from various stakeholders but he was able to make a successful transformation, using the same steps André told me about. He used small goals to convince the partners that the digital implementation would be beneficial and he tried to minimize the switching effort for the employees, e.g. by using an internal network he called “FaceTeresa” (a reference to Facebook, because of the design similarities) he incentivized the employees from the different stores and locations to communicate and improve the business. The use of this network helped them to get used to the digital culture and the omnichannel he was implementing.
What is your experience in the digital sphere?
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