I’ve been giving the topic of “digital strategy” a bit of thought lately—what does it mean, exactly, in today’s marketplace, to have a digital strategy?
In jamming around some ideas, I recently jotted down the following:
The lines between what’s digital and what’s not have been permanently blurred. Our customers and stakeholders no longer see digital as something separate to their day-to-day “real world” experience. So you can’t afford to either.
The biggest opportunities are often not found in a simple app or product. They require a rethinking of how we do business—how we engage stakeholders in the definition, design and delivery of solutions. How we organise our own resources. How we manage our business to manage risk and build a culture of innovation.
The general vibe I was trying to capture was that having a separate “digital strategy” is problematic in a world where mobile and social technologies enable increasingly integrated experiences—where the “online” and “offline” distinction is less and less meaningful.
I was interested to read, then, a post from McKinsey entitled ‘Transformer in Chief’: The new chief digital officer. So, when early in the article, Tuck Richards notes:
Digital isn’t merely a thing—it’s a new way of doing things. Many companies are focused on developing a digital strategy when they should instead focus on integrating digital into all aspects of the business, from channels and processes and data to the operating model, incentives, and culture.
…it all sounded rather familiar. Continue reading