The Structures That Can Support Your Digital Journey

by Charles Galunic

We regularly hear that digitisation efforts have to be driven from the top. They need management attention and an end-to-end plan that makes digital part of the organisational DNA. But what this actually means is rarely articulated. The structural arrangements companies make to digitise are as important as the decision to follow a path of digitisation in the first place.

As we discovered in interviews with executives at the forefront of the digital journey for a recent research article, digitisation often starts in small pockets, special teams or special units (often in IT departments, for better or worse). But these efforts are unlikely to become part of the core business until management sets some clear, high-level policies and structures (i.e. fully connected to line management).

The problem with budding digital projects is that they often lack legitimacy, power and integration with the core business. Therefore, concrete strategic commitments need to be made from the top that allow these pockets of growth to scale and become part of the firm’s core operations.

If we take e-books as an example, one of our interviewees from a large global publishing house told us: “Publishers were not positive about e-books… They didn’t think it was going to make them a lot of money, which it didn’t initially.” More importantly, it wasn’t part of their scorecard and incentives. It took substantial (widespread) changes in top management incentives and the creation of a common policy on how to deal with agents and authors, for electronic books to really take off in this organisation: “There was a certain tipping point where they just started accepting this as another format.”

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The Board Directors You Need for a Digital Transformation

 

By Tuck Rickards and Rhys Grossman

iStock_000027814907Small - CopyWhen the term digital transformation was first bandied about by consultants and business publications, its implications were more about keeping up and catching up than true transformation. Additionally, at first it was only applied to large, traditional organizations struggling, or experimenting, in an increasingly digital economy. But true digital transformation requires so much more. As evidenced by the recent Amazon acquisition of Whole Foods, we’re living in a new world.

Early transformation efforts were focused on initiatives: e-commerce, sensors/internet of things, applications, client and customer experience, and so on. Increasingly, our clients are coming to us as they realize that in order for these disparate initiatives to thrive, they need to undergo an end-to-end transformation, the success of which demands dramatic operational, structural, and cultural shifts. Continue reading

Digital Marketing Sales Executive

Leadership with educationThe Digital Marketing Sales Executive owns the sales process and outcomes, leading a pursuit strategy through the origination and closing of specific sales opportunities in both established and new accounts. He/she develops relationships with key buyers and decision-makers at new and/or existing clients and acts as the point of contact for resolution and escalation of all key sales pursuit related items with the client and internally.

 

Key responsibilities include:

  • Relationship Development: establish and strengthen relationships with CMOs, business and technical buyers, and key project stakeholders. Network with Industry Leaders, as well as business partners, alliance partners, Industry Vendors, Competitors, and participates in key industry forums.
  • Client Demand Stimulation and Opportunity Generation: Identify specific sales opportunities within existing and prospective clients. Engage in activities focused at generating client awareness of the firm and/or demand for Digital Marketing, which may include developing/sending promotional materials, presenting in business forums, charitable activities, and business associations
  • Sales Process Leadership: Lead Sales Process for specific approved opportunities, complying with all internal sales stage entry/exit requirements. Construct and execute sales strategy and deal plan; including value proposition, win themes, tactics & action plan, relationship and communication plan and competitive analysis. Review solution plans, cost models and written proposals as appropriate to ensure alignment with sales strategy.
  • Deal Closure: Lead team of professionals including technical, finance, legal, procurement, HR and proposal management through deal closure. Develop and maintain deal close plan, aligning proposition to client’s selection process, evaluation criteria and process.  Understand the client’s organization and processes and manage all negotiations and closing activities accordingly.

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Digital Marketing Sales Capture Lead

 

Job DescriStock_000005061098XSmalliption-Digital Marketing Sales Capture Lead

The Digital Marketing Sales Capture Senior Manager – CMT owns the sales process and outcomes, leading a pursuit strategy through the origination and closing of specific sales opportunities in both established and new accounts. He/she develops relationships with key buyers and decision-makers at new and/or existing clients and acts as the point of contact for resolution and escalation of all key sales pursuit related items with the client and internally.

Key responsibilities include:

  • Relationship Development: establish and strengthen relationships with client C-Level face-offs, business and technical buyers, and key project stakeholders. Network with Industry Leaders, as well as business partners, Alliance partners, Industry Vendors, Competitors, and participates in key industry forums.
  • Client Demand Stimulation and Opportunity Generation: Identify specific sales opportunities within existing and prospective clients. Engage in activities focused at generating client awareness of the firm and/or demand for its Services (may include developing/sending promotional materials, presenting in business forums, charitable activities, business associations, etc.).
  • Sales Process Leadership: Lead Sales Process for specific approved opportunities, complying with all internal sales stage entry/exit requirements. Construct and execute sales strategy and deal plan; including value proposition, win themes, tactics & action plan, relationship and communication plan and competitive analysis. Review solution plans, cost models and written proposals as appropriate to ensure alignment with sales strategy.
  • Deal Closure: Lead team of professionals including technical, finance, legal, procurement, HR and proposal management through deal closure. Develop and maintain deal close plan, aligning proposition to client’s selection process, evaluation criteria and process.  Understand the client’s organization and processes and manage all negotiations and closing activities accordingly.

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Three Steps for Successful Digital Integration

by David Dubois

The “uberisation” of the economy is making companies rush into digital integration, but they need to build some critical capabilities before investing.

In the face of emerging digital disruptions across fields as varied as healthcare, transportation or even banking, companies have massively increased their digital investments. For instance, a survey by eConsultancy revealed that 77% of companies plan to increase their digital marketing budget in 2015, a sharp 71% increase compared to the preceding year. Continue reading