This in an excerpt from this book
What we need to do is to envision the digital future of your business. Without a compelling vision of where you are going and why it is imperative, you will probably be painting race stripes on a 20 year old Chevy. What assets will be valuable in a digitally-transformed business? How can you transform customer experience? Internal operations? Your business model? How can units work differently – and work together differently – in a more connected way? Look at the media industry. It has been completely transformed by digital technology. Some are putting their toes in the water. A few have jumped in and find they aren’t drowning. They are reaping huge results.
A very familiar, important and inevitable question we need to face these days is “Is my business equipped enough to get disrupted?” The risk that the disruption can happen highly radically if you are not prepared for it beforehand.
If you do believe it could happen, it is well worth getting away from the office to consider what to do very soon to avert it. Taking the time to have a serious answer might make all the difference in success or failure three years from now.
The next question is this. If you or your company isn’t ready, what should you do about it? It is important to think through what you personally should do as opposed to what “the company” should do. You can control your plan. You can only influence the corporate approach.
The answer will set your agenda for the next six months. A change is indeed coming and it is coming thick and fast.

Transformation is occurring. It can’t be escaped. It is about how people collaborate and work. It is about the way business processes are executed. It is most certainly about how we understand our customers and obsess about the experience. It is about how we use digital technology to radically shift how we provide amazing experiences for our customers. It is radical and it is now.
Customers are in charge. That is a profound shift. At our core, do we get that shift? There is a convergence of customers being in control and our designing experiences that easily help them reach their goals. What if we don’t? They will let everyone know about it and go somewhere else. It is that simple. Do you see it coming?
As senior managers, you alone possess the skills and resources to make it happen. You can decide to transform and survive or you cannot. No one else can make that happen. It is up to you to create the vision.
It is up to you decide who is “on the bus” and who is not. Here is the tough thing. Not all of your people and senior management gets “it”. To assume otherwise will hinder you. You need to decide who is on board and who is not. You need to get those who are not on board off the bus, as gently as you can, but as soon as possible. Delay will only hinder you and you know it.
Your desire to strive to digital maturity and make it happen is something that really matters. You need to make sure there are targets for progress, they are well known and they are met. That cannot be delegated.
Communicating the vision can’t be delegated either. It is up to you to take a stand. It is up to you to communicate it. The message needs to get through and no one else can do it. Do develop a serious communication plan. Make sure that it is followed.
You have to decide that monitoring engagement with the vision is measured. If you don’t decide that, who else will? You have to decide to iterate the vision, goals and strategies. You have the starting point but others will add and enhance what you start with. Setting up an iterative process gains commitment and value. Just remember to not let people wander off into infertile territory.


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