Strategic CIO // Digital Business
Commentary
2/26/2014
09:06 AM
Shane O'Neill
Shane O'Neill
Commentary
Connect Directly
Google+
LinkedIn
Twitter
RSS
E-Mail
50%
50%

Is Your Company Really A Digital Business?

Or does it just look like one? Here's how to tell the difference.

Companies know they want to be digital businesses. They want to launch that next captivating mobile app, turn their data into smarter decisions, and use cloud services to be more responsive to shifting computing demands. But looking like a digital business is a lot easier than being one.

Many companies testing the digital business waters will be content to take baby steps that make them feel like a digital business but don't really accomplish much for their customers, warns Mark McDonald, managing director and digital business strategy lead at Accenture.

Being a digital business requires an outside-in view, where you ask: What do my customers need, and how can I use new technologies to do something for them that will eventually become revenue for me?

[It's the right time to ask the uncomfortable questions. Read Digital Business Strategy: 8 Gut-Check Questions]

Companies that only "look and feel digital" view customers from the inside out and end up applying new technologies that make life easier for employees but don't do much to make customers happier.

"A company that feels digital will take CRM tools and just make them available on mobile devices," says McDonald. "That may untether account execs from the office, but that doesn't change the underlying ways they work. They're not providing a different or better customer experience. They're just more mobile."

[McDonald is speaking at the InformationWeek Conference March 31 and April 1 in Las Vegas. Register now to join the discussion.]

In contrast, McDonald cites the IT service provider CDW, which analyzed the history and interaction between account executives and customers across 21 different communications channels. The result: When a CDW customer calls a 1-800 number, CDW's call-routing software recognizes the number as an active account, looks up the account executive, and routes the call to him or her. Customers don't need to ask for that exec, look the person up online, or push a series of numbers. CDW uses that digital platform to help the account executive be more human and accessible to the customer and thus do a better job.

"Another company would have put that information online and made customers pick through an online profile, but that's not being a digital business."

The key question to ask yourself about your digital business strategy: Am I creating a digital premium, or am I participating? Companies that use new technology to address old business tasks may feel digital, but they're just participating. They create a mobile app because their competitors have one, or they use rudimentary data analytics and stop there.

"If you're using data analytics to refine your supply chain, that's great, but that's participation," says McDonald. "But if you're using it to identify better ways to reach new market segments with new products, then you're going after a digital premium. You're creating something that would not be possible unless you sought it out."

Engage with Oracle president Mark Hurd, NFL CIO Michelle McKenna-Doyle, General Motors CIO Randy Mott, Box founder Aaron Levie, UPMC CIO Dan Drawbaugh, GE Power CIO Jim Fowler, and other leaders of the Digital Business movement at the InformationWeek Conference and Elite 100 Awards Ceremony, to be held in conjunction with Interop in Las Vegas, March 31 to April 1, 2014. See the full agenda here.

Shane O'Neill is Managing Editor for InformationWeek. Prior to joining InformationWeek, he served in various roles at CIO.com, most notably as assistant managing editor and senior writer covering Microsoft. He has also been an editor and writer at eWeek and TechTarget. ... View Full Bio

Comment  | 
Print  | 
More Insights
Comments
Newest First  |  Oldest First  |  Threaded View
WKash
50%
50%
WKash,
User Rank: Author
2/26/2014 | 12:16:38 PM
CDW Example
Your raise an important line of thought here, Chris, and the CDW example is an interesting one.  CDW's government division is a good example of how CDW delivers highly specialized programs.  Its recent deal with the Defense Department, on behalf of Adobe -- see:  Defense Dept. Inks $40.5M Deal For Adobe Software -- offers a glimpse of how customer knowledge turns into pretty big business deals.

 
ChrisMurphy
50%
50%
ChrisMurphy,
User Rank: Author
2/26/2014 | 10:08:06 AM
The Customer Facing Test
This is a hugely important distinction Mark raises here -- the customer facing digital initiatives are where the tension points really come to a head. We can say all we want how our employees are our most important asset, but when it comes to putting out an app, we have a higher standard for customer-facing work than we do for employees. Downtime becomes a disaster instead of a headache. Missed deadlines cause delay of a product launch -- which ripples through marketing efforts, sales materials, production, engineering. A key question: Will IT organizations be a vital part of those customer-facing efforts when they happen, or left out?
Register for InformationWeek Newsletters
White Papers
Current Issue
InformationWeek Tech Digest, Dec. 9, 2014
Apps will make or break the tablet as a work device, but don't shortchange critical factors related to hardware, security, peripherals, and integration.
Video
Slideshows
Twitter Feed
InformationWeek Radio
Listen Now InformationWeek Live For the Week of December 14, 2014
Join us for a roundup of the top stories on InformationWeek.com for the week of December 14, 2014. Be here for the show and for the incredible Friday Afternoon Conversation that runs beside the program.
Sponsored Live Streaming Video
Everything You've Been Told About Mobility Is Wrong
Attend this video symposium with Sean Wisdom, Global Director of Mobility Solutions, and learn about how you can harness powerful new products to mobilize your business potential.