Digital competence: Exec reveals who's leading, lagging
The TechTarget article, “Digital competence: Exec reveals who's leading, lagging," interviewed Russell Reynolds Associates Consultant Wolfgang Bauriedel. He discussed digital competency and how enterprises can lead the charge in digital transformation. The article is excerpted below.
Not everyone in an organization is on the same page when it comes to digital competence, and for companies to expect that to happen is unrealistic, according to Wolfgang Bauriedel, executive director at global search firm Russell Reynolds Associates Inc. At the recent MIT Sloan CIO Symposium, Bauriedel discussed which parts of the enterprise are leading the charge when it comes to digital transformation and which are lagging. Still, despite the fact that "there will always be areas that are further ahead than others," he said there are ways for organizations to boost department wide digital competence.
Which parts of the enterprise are leading the charge in digital transformation?
Wolfgang Bauriedel: It is clearly the customer-driven side of the organization. A lot of the pressure for organizations to change on a digital basis has come from consumers and customers, but also increasingly from the business side. A lot of work has been done on understanding customer journeys -- both in how they interact with you as an organization and in omnichannel provisions that allow you to move fluently from one channel to the other. Many of the offerings and services an organization is providing are now offered on the web and particularly on the mobile device. We're not fully there yet, but many companies are going to offer their services there. [An omnichannel approach] allows users to interact seamlessly, particularly on their mobile devices, asking any questions they have and also tapping into a larger audience of their peers in terms of solving issues they have with a specific company. That's where I have seen the most success.
Which parts of the enterprise are less far along in digital transformation?
Bauriedel: That is the back office. The back office is typically characterized by a lot of legacy. And by legacy, I mean not only in the terms of infrastructure and assets, but also some legacy in the minds and heads of people. On the infrastructure side, what we often find when we look at clients is that their assets are very complex; driven by a product orientation and the platforms and infrastructure following that [orientation] and driven by unresolved acquisitions in the past. You can often clearly discern acquisitions and [mergers and acquisitions] transactions in the landscape of technology in the back office.
To read the full article and watch the video interview, click here.