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Interview with Ralf Dreischmeier on Success Factors of Digital Transformation

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Interview with Ralf Dreischmeier on Success Factors of Digital Transformation

During Week 4 we tackle the "how" of digital transformation. We approach this challenge using BCG's proprietary framework, which provides a practical strategic model for moving from a legacy to a digitized business. We'll explain the framework's fundamental duality and the different enablers of digital transformation.

Digital transformation is a hot topic--but what exactly is it and what does it mean for companies? In this course, we talk about digital transformation in two ways. First we discuss the pace of change and the imperative it creates for businesses. Next we provide the context for this transformation and what it takes to win in the digital age. Then we walk through BCG's proprietary framework, which helps you identify key areas to digitize, including strategy, core processes, and technology. By the end of this course, you'll be able to: --describe the underlying economics of innovation, technology, and market disruptions --weigh the pros and cons of current digital technologies driving advancement --utilize BCG's digital transformation framework as a ""how-to"" for digitizing your organization

강의 계획서 보기

배우게 될 기술

Technology Disruption, Digital Trends, Competitive Lifecycle, Digital Strategy, Strategic Management

강사:

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Amane Dannouni
Principal at Boston Consulting Group, Singapore
Sonja Rueger
Project Leader, Boston Consulting Group
Ching Fong Ong
Senior Partner and Managing Director, Boston Consulting Group

스크립트

We are reaching the end of this module, and therefore the end of the course.

But before we conclude, we have another highlight for you.

We are very happy to welcome here Ralf Dreischmeier,

he's a senior partner from our London office, and

he's BCG's global leader of our technology advantage practice.

Ralf, welcome, very happy to have you here.

So Ralf, we like you to share with us

themes around digital transformation, right?

In our earlier discussion,

we have talked about what it takes to have successful digital transformation.

But from your practical experience point of view,

what are the elements that companies employ to have successful digital

transformation? >> Yeah, thank you, CF.

So, clearly, the good news is that every company in this world will at some point

over the next few years, and hopefully they have started already,

go through these digital transformation that we've just heard so much about.

The biggest levers for success, which are the same time also the biggest

challenges are three-field, speed, scale, and value.

When it comes to speed, it's simply about moving the dial in terms of

delivering new ideas, new customer experiences,

new product ideas in a much much faster way that is faster by a factor of two or

three compared to what the company works on at the moment.

Scale is the challenge to what you do in isolation in digital labs to make it

available across the organization, make everyone in your organization to.

And then there's value.

I think it's fair to say that the question of what is the value of digital discretion

is still out there and needs to be proven over and

over again. >> So, I like it.

Speed, skill, and value, makes a lot of sense.

Which among these three elements do you think is the most difficult for

companies to work on? >> I think generally speaking,

they're all very difficult, very, very difficult.

But I would think based on my experience having worked with many companies across

many industries, scale is potentially most challenging one.

Because most companies are able to deliver something quicker once they

created a digital app environment, where they separate the business and

the teams out and they can run in a very particular way in fashion.

On the value side, the value proofs are there but pointy,

they are not there overall.

But scale is the real challenge.

How can I do and deliver the change that I've applied to a very

limited set of people and a very small environment of a part of a company?

How can I scale it up to 1,000 or 10,000 or sometimes even 100,000?

How can I make 100,000 of people work a job?

That's the biggest challenge.

And that is the challenge that most incumbents face and

then they have to somehow address in order to become digital leaders.

>> Mm-hm.

So since you've mentioned the incumbents, and

you have worked with many of them to undergo this digital transformation.

Can you give us an example of a company that have successfully done this, and

what were their secret source? >> Yeah.

So, I'll give you one example which is in a particular era of digital transformation

that I'm sure you've discussed before, which is their own customer journeys.

So re-imagining customer experiences, in particular in the B to C world, but

also increasing the B to B world.

These customer journeys normally start as

we're doing a project by delivering change in a different way.

It's a project team, but a project that looks very different.

It's no longer a project team that works with certain parts of the organization,

it's a project team that comprises almost all functions of the organization,

IT, legal, finance, operations, marketing, product management.

And these projects, once they are set up and

facilitated by agile coaches, run at a very very fast rate.

Successful organizations, and one of my clients has done it very successfully,

they have not stopped the project team once the project was over but continued

to run this team as a permanent team, as the future structure of the organization.

And as a result, we're able to scale it up significantly very,

very fast versus their competitors who still were working it in project mode.

>> Great, Ralf.

Thank you very much for sharing your practical insight for

experience on digital transmission. >> Thank you.

>> There you go, it's indeed a highlight.

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