Winning The Digital Disruption Game
Winning theDigital Disruption GameJune 2019Scott A. Snyder, PhDCo-AuthorPartner, Digital and InnovationHeidrick & StrugglesSenior Fellow, The Wharton School
Disruption makesexisting markets,industries ortechnologiesobsolete https://youtu.be/VtvjbmoDx-I
A FEW SEE THE SHIFTSCOMING .When wireless is perfectly applied, the whole earth willbe converted into a huge brain, which in fact it is. Weshall be able to communicate with one anotherinstantly, irrespective of distance through televisionand telephony, we shall see and hear one another asperfectly as though we were face-to-face, despite thousands of miles; and the instruments through whichwe do this will [fit in a] vest pocket.”NIKOLA TESLAPhysicist, Inventor, Engineer (1926)Ref: Hewlin and Snyder, 2019Ref: Hewlin and Snyder, 2019 2019 Heidrick & Struggles, Inc. All rights reserved.3
AND SOME DON’TRef: Hewlin and Snyder, 2019
THE CUSTOMER EXPECTATION RATCHET Digital is creating a new expectation forproducts, services, and user experiences: Immersive – Enabling users to interact across a rangeof touch points – screens, voice, gestures, bio-feedbackCognitive – Analyzing Big Data and Tapping CollectiveIntelligence to understand situation and context andpersonalize interactionsTrusted – Ensuring the necessary privacy and security isapplied based on the specific application/situationThis will require not only technology to win, butalso a shift in mindset and way of working.Ref: Hewlin and Snyder, 2019
BUT AI ALSO CREATES INTERESTING DILEMMAS BBJ2CH188143148.mp3Ref: Hewlin and Snyder, 2019
IN THE DIGITAL WORLD, WINNER TAKES MOSTRef: Hewlin and Snyder, 2019
“How did you go bankrupt?”“Two ways. Gradually, then suddenly.”- Ernest Hemingway, AuthorRef: Hewlin and Snyder, 2019
COMPANIES MUST CONTINUALLY REINVENT THEMSELVESNearly 40% of Market Incumbents Displaced Every 3 YearsRef: Hewlin and Snyder, 2019
TURNING THE TABLES ON DISRUPTION – DOMINOS PIZZARef: Hewlin and Snyder, 2019
ESTABLISHED COMPANIES CAN BECOME DIGITAL DISRUPTORSSix Rules for Winning the Disruption Game:1. Deliver Step Change Customer Outcomes Leverage your crown jewels to change the game2. Pursue “Big I” and “little i” Innovation Empower employees for little I to build a culture ofinnovation Protect Big I from the weight of the core business3. Use Your Data as Currency Fuel and attract innovation by sharing data assets4. Accelerate Through Innovation Networks Create ecosystems to tap into external innovators5. Value Talent Over Technology Close the Digital and Innovation Leadership Gap6. Reframe Your Purpose Attach innovation to a higher purpose Reframe the business you are in to play bigReference: Hewlin and SnyderWiley, Q1 2019Get more info on ordering book at https://heidrick.com/goliathsrevengeRef: Hewlin and Snyder, 2019
RULE #1: DELIVER STEP-CHANGE CUSTOMER OUTCOMES 2018, Hewlin and SnyderRef: Hewlin and Snyder, 2019
RULE #2: PURSUE BIG I AND LITTLE I INNOVATIONRef: Hewlin and Snyder, 2019
RULE #3: USE YOUR DATA AS CURRENCYRef: Hewlin and Snyder, 2019
RULE #4: ACCELERATE THROUGH INNOVATION NETWORKSRef: Hewlin and Snyder, 2019
RULE #5: VALUE TALENT OVER TECHNOLOGYRef: Hewlin and Snyder, 2019
RULE #6: REFRAME YOUR PURPOSERef: Hewlin and Snyder, 2019
BUILDING YOUR DISRUPTOR PLAYBOOKRef: Hewlin and Snyder, 2019
HOW SHOULD YOU ORGANIZE?FROM?TO?
EVERY LEADER SHOULD PLAY A ROLE IN DIGITAL ACCELERATIONRole/Digital InfluenceLight InfluencerModerate InfluencerDriver/ShaperCEODrive the business strategy andsupport new initiatives related toinnovation and digitalDrive the business strategy, withspecific goals related to innovationand digitalDrive the business strategy whichincludes a clear digital ambitionand champion a culture ofinnovationCIODefine and manage enablingdigital infrastructureOwn all enabling digitalinfrastructure/services and B2EappsOwn all digital infrastructure andapp portfolioCMOSet marketing related digitalstandardsOwn overall digital user experienceand coordinate all B2C appsOwn all customer facing digitalopportunities and incubator labCTORecommend digital architectureOwn digital architecture and devstandardsOwn digital product developmentand labChief Digital OfficerEvangelize Digital Possibilities,Set StandardsCoordinate Digital Portfolio acrossbusinessLead overall digital portfolio anddigital incubator/lab/venturesChief Data OfficerDriving data access and modelingstandards for digitalJoint development of new AI/datadriven digital productsDigital used to fuel AI/data productportfolio and innovationsChief Product/Innovation OfficerIntegrate digital into Prodcutdev/innovation activitiesOwn digital products related tolong-term innovationOwn digital product portfolio, laband ecosystem/venturesCHROFocus on acquisition of selectdigital skillsCoordinate with digital leaders todesign and deliver in-house digitalcapability-building initiativesDrive workforce of the futurestrategy and deliver state-of- theart digital employee experiencesCorporate VenturesRecommend/manage CVCinvestments to support digitalJointly support digital ecosystemwith BU and functional ownersOwn digital ecosystem andexternal digital product incubation
BUILDING A LASTING DIGITAL ADVANTAGE REQUIRES FOCUS ON THEHUMAN ELEMENTS Right organization and team structures that enable efficient speed to value for digitalCollaborative, non-siloed ways of working that nurture digital initiatives2ACCELERATINGORGANIZATION& TEAMS1 Articulated,aligned digitalstrategyCommunicatedto all parts ofthe organizationFocus on humancapital strategyelements4 DIGITALAMBITION3 INNOVATION CULTUREAdaptive, agile, digital cultureFlexible and dynamic ways ofworkingInnovation mindsetDIGITAL DEXTERITY INLEADERS/INDIVIDUALSRight digital talent across all high impact functions/rolesInvestment in shaping key leaders’ digital dexterityEmpowering, collaborative leadership
DIGITAL DEXTERITY WILL BE CRITICAL IN EVERY ROLEDigital AdopterData IntegratorCustomer ChampionCreative DisruptorDigital VisionarySolution lityCollaborative InfluencerAdaptive NavigatorPurposeful ScalerFlexible LearnerEcosystem BuilderResolute IntrapreneurReference: Heidrick & Struggles Research
MEASURING YOUR DIGITAL ACCELERATIONW H E R E A R E Y O U T O D AY ? W H E R E D O Y O U W A N T T O B E I N 1 2 - 1 8 M O N T H S ?DigitallyAcceleratingAccelerating ( 70%)Advancing (60–69%)Steady, (50-59%)Lagging (40–49%)Derailing ( ging orEvolving21Successful Digital Execution Future Digital Innovation43DigitallyDerailing orEmbarking to integrated, data-drivenpersonalized experiencesIn the early days ofdigital .Disconnected EffortsAround Digital TransformationWith growing proliferation of digital .silosare challenged .Momentum on Digitizing theCurrent BusinessThe five levels ofacceleration help tobuild a picture ofwhat is driving orderailing anorganization’s digitalacceleration 2019 Heidrick Consulting LLC. All rights reserved.23
MOST COMPANIES HAVE SIGNIFICANT %MOBILIZEEmpowering LeadershipStrategic SponsorshipMOBILIZEDigitized Journeys34%EXECUTEDigital CapabilitiesProcess AdaptationStructural eCulture-33%-33%TRANSFORMTechnology AdoptionCo-creation CurrencySpeed to ation-44%-22%EXECUTE-33%Accelerating ( nCurrency-44%0%TRANSFORM-22%Speed toInnovate-33%-33%Steady, (50-59%)Supported ChangeAdaptive CultureContinuous Learning-26%StructuralFluidityAdvancing (60–69%)AGILITYLagging (40–49%)Derailing ( 39%)
DIGITAL ACCELERATION ROADMAPINNOVATIONA path towardsbuilding a long term digital advantage by harnessing the human elementCULTUREDEFINE YOURD I G I TA L A M B I T I O ND E V E L O P Y O U R D I G I TA LA C C E L E R AT I O N P L AY B O O K Develop recommendations for how to bestorganize to support a two speed model andaccelerate innovation efforts to achieve theambition and build a long term digital advantage Evaluate current digital strategy, emerging trends,and digital innovators inside and outside of industry Define key elements of digital advantage to digitizethe current business and become a digital disruptor Optional talent mapping exercise to sourcetalent to close gaps can be included Review and discuss findings in a Digital AmbitionWorkshop (in parallel with Mirror Workshop) Methodology includes key stakeholder interviewsand desktop research12ASSESS YOURD I G I TA L R E A D I N E S S34I M P L E M E N T P L AY B O O KA N D S U S TA I N M O M E N T U M Conduct an assessment of digital innovationcapabilities at the leadership and organizationlevels (DDQ and DAQ) Implementation of strategies developed in theDigital Acceleration Playbook Evaluate results/gaps; share results in “mirrorwalk” workshop with leadership team (inparallel with Digital Ambition workshop) Accelerating transformation through cultureshaping, innovation programs, and digitaldexterity training 2019 Heidrick & Struggles, Inc. All rights reserved.25
WHAT IS YOUR 10X PLAY TO BE A DISRUPTOR? 2019 Heidrick Consulting LLC. All rights reserved.
QUESTIONS?
THANKYOUS c o t t S n y d e r, P h DP a r t n e r, D i g i t a l a n dInnovationssnyder@heidrick.com(610) 256-0662@snyder4g
Leverage your crown jewels to change the game 2. Pursue “Big I” and “little i” Innovation Empower employees for little I to build a culture of innovation Protect Big I from the weight of the core business 3. Use Your Data as Currency Fuel and attract innovation by shar
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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