Organizations serious about wanting to not only survive but also thrive
in the rapidly evolving technology and geopolitical landscapes
must methodically adapt, pivot, and transform.
Pivoting the fundamental business models is becoming the marching order of today, and must
involve integrated transformations across product, process, team, and messaging.
Below are a few pointers on
how this transformation can occur in an orderly fashion.
These insights stem from my experiences as a
Digital Transformation consultant, both in the digital
space and in the day-to-day challenges working with clients.
Siloed and business unit-based product lines need to evolve towards an
integrated account-based solution offering to the marketplace, where the power of
pricing leverage and customer satisfaction can be optimized.
Matrixed and complex sales approval processes should gravitate towards agile
and nimble decisions. Hierarchical frictions can hinder go-to-market strategy and,
ultimately, sales and profitability.
Siloed functional management units need to be reorganized as cross-functional
teams with trusted partnerships across product, technology, digital, sales, marketing,
and business unit heads. This realignment will result in greater team cohesiveness
across the entire organization, providing greater speed and leverage in execution across
Organizations continued to be burdened with fragmented marketing
messages across multiple channels, causing significant confusion in the marketplace,
especially around core value propositions and brand equity. The focus needs to shift
towards unified marketing with consistent messaging that essentially promotes the
greatest customer benefits.
The Chief Marketing Officer (CMO) can play an integral role
in effecting the digital transformation for tomorrow’s successful organizations.
The successful CMO
will do an extensive listening tour across the organization to determine gaps in core platforms. Once
completed, they can then outline three strategic choices to pursue a comprehensive
Focus on the core strategy of selling existing products.
This decision will require
alignment across other organizational functions for an optimal path forward.
Sell subscription-based solutions that leverage data over discrete product
units without clear visibility or predictability. Subscription or SaaS solution sales can result in
highly repeatable, recurring, and/or reoccurring revenue benefits for the organization.
Transform product-based structures into service-based platforms, also known as PaaS
(Platform as a Sales). Again, this strategy could have magnificent benefits for the
organization in terms of customer satisfaction and pricing power.
The board chairman and Chief Executive Officer (CEO)
should balance their time and effort on internal organizational needs with
many complex developments in the broader global community. Following are some critical areas of focus for a successful organizational transformation:
Unfortunately, there are no shortcuts to navigating the complex challenges facing global
organizations today. However, a methodical approach that aligns
product, people, process, and technology can infuse a certain level of logic into the transformation journey. The role of C-
suite leaders, especially the chairman, CEO, and CMO is critical for the success of any such