{"id":5121,"date":"2016-12-20T07:43:48","date_gmt":"2016-12-20T05:43:48","guid":{"rendered":"https:\/\/staging.alainveuve.ch\/digitization-what-if-everything-has-been-said\/"},"modified":"2016-12-20T07:43:48","modified_gmt":"2016-12-20T05:43:48","slug":"digitization-what-if-everything-has-been-said","status":"publish","type":"post","link":"https:\/\/www.alainveuve.ch\/en\/digitization-what-if-everything-has-been-said\/","title":{"rendered":"Digitization: What if everything has been said?"},"content":{"rendered":"

Hooray! I think we have reached our goal with the digital transformation. Even the last CXX has realized that digitalization is actually happening and is becoming important for their business. That’s a great thing for us digital consultants\/workers\/enthusiasts. After all, we’ve had to listen to all kinds of nonsense for the last 15 years. Day in, day out: the internet isn’t really important, social media can’t replace brand worlds, experience can only take place in brick-and-mortar stores and so on and so forth. And now this in 2016: everyone is all “Digitalization, yeah!” <\/p>\n

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(Reading time 5 minutes)<\/em><\/p>\n

Digital Maturity<\/h3>\n

I have always found these digital maturity ratings amusing in recent years. Originally invented by us consultants as a sales tool, an incredible number of companies took and still take them very seriously. I saw old-fashioned companies going through such assessments and thought to myself, it looks like taking the temperature of an obvious broken leg. <\/p>\n

For many companies, the situation is absolutely clear. The management has less experience with digital matters than their customers. You don’t need an MBA to recognize what needs to be done.<\/p><\/blockquote>\n

And it becomes particularly perfidious when an industry comparison is made. As if an existing industry would really be the benchmark in the medium term. I think that’s one of the big learning steps that many companies still need to take: to really focus on the customer. <\/p>\n

Recognition is the first step on the road to recovery<\/h3>\n

And I believe this first step has now been taken. When I railed against the same old studies on digital awareness on Twitter a year ago, Peter Diekmann<\/a> brought me back down to earth in a flash: “Until the last stakeholder gets it”,<\/a> it is our duty, so to speak, to educate. And yes, he was right. <\/p>\n

But I think that time must be slowly coming to an end. I’m tired of being the admonisher.<\/p><\/blockquote>\n

I understand that it’s difficult to convince younger people that you should call the fire department if there’s just a little smoke in the house. At many companies, however, the hut was literally on fire and people were still discussing whether it might not be too early to “call now”. And then, when it was too late, to shout: “Now do something!”. <\/p>\n

\"Digitization<\/p>\n

Everything has been said<\/h3>\n

No, I think everything has been said in this respect. Anyone who hasn’t got it right as a leader today will probably never get it right again. And quite honestly, that’s the way it has to be. <\/p>\n

Because the principle of natural selection<\/a> also applies in business, and that is a good thing. It permanently creates space for something new. And I’ve said this many times this year: it’s simply the greatest time to start a new company. <\/p>\n

What now?<\/h3>\n

One development that I find quite shocking is that although there is a realization that there is a need for action in the area of digitalization, people are simply continuing to follow the old pattern.<\/p>\n

For example, Reto Braegger, head of a small fashion chain in Switzerland, can be quoted as saying<\/a>:<\/p>\n

“Only the physical store offers the customer a shopping experience and the benefits of direct contact<\/em><\/p><\/blockquote>\n

”
\nHe should tell that to my wife, who is not a digital native and actually prefers shopping in boutiques, but still buys more from Zalando than anywhere else. If the shopping experience isn’t right, she won’t buy anything. <\/p>\n

Does he sometimes ask himself quietly before going to bed at night why Zalando generates three times more sales in Switzerland than his group? I’m afraid it’s not the case. <\/p>\n

Or take a look at the automotive industry and please ignore the topic of electromobility<\/a>. I don’t want to write anything about it now. What remains without electromobility is the digital vehicle. The software-based car. <\/p>\n

By 2008 at the latest, the boom of the iPhone should have made people realize the potential of this concept and that it is comparatively easy to implement. That it is cheaper to give every car a data plan than to have it sent to the workshop for every software update. <\/p>\n

There is no excuse for this. But in order to be able to make appropriate judgments, you also need technological know-how. That’s why supervisory boards don’t react. They usually have very little knowledge of technology and technology development. <\/p>\n

A new role for digital professionals<\/h3>\n

If there is one thing we really need in the next few years, it is digital and technology expertise in management and supervision. For people who have this experience, and we digital professionals are at the forefront of this, there is an opportunity to help shape companies at the very top. <\/p>\n

So let’s thank the silverbacks for their work over the last few decades and bid them an honorable farewell. Or let them come into the company every few days to “sort the mail” a little. And watch out, you don’t recognize silverbacks by their age, but by their attitude towards the future and the opportunities and risks. <\/p>\n

I therefore appeal to all those who are currently in danger of being stuck in boring consultancy jobs and middle management – yes, I know, there are great jobs out there too – to seize the opportunity and apply for the executive position or found that start-up you’ve been thinking about for months. You can’t lose. <\/p>\n

Because when everything has been said, there is only one thing left to do: finally do it.<\/p>\n

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