CORPORATE DIGITAL TRANSITION ACCELERATION MODEL
Updated: May 9, 2020
It is not just an article for me. It is a kick-off for my one of 2019 objectives. I have been thinking to share my experiences for such a long long time. I will try to write as much as I can do about what I have learned for the last four years in the field of innovation and digitalization at odd times.
Please forgive me if my first article doesn’t express my whole thoughts clearly. I will try to write in a format so that it will be sustainable for me write and for you to read. I would like to mention first that all my articles will try to emphasize the net profit formula which all companies should and need to explore. Companies have to be sustainable. But they should also be open to continuous improvement by taking the journey of the customer and using technology they even have to find new model that can disrupt their existing model.
I want to share the first thing I learned, your mechanism doesn’t work without the right team it just pretends to be working. Dude, if you are in to this journey, my fist advice is that don’t ever believe in this kind of transformation. Although we are not a big fan of theaters as a society, we are indeed very successful in making drama. Thus, the most difficult thing for you will be choosing best talent for your team.
Are you ready? Tie the belts, we’re going. I tried to explain everything on the page below. At first, it can look a little complicated but as I will explain step by step every week I am sure it will be clearer. Keep in mind that, the main target will always be net profit formula.
First of all we have to have a framework & Mechanisms. In this context, we need to create a common mindset to support it, then develop the company’s entrepreneurship muscles with the right tools and techniques. I would like to underline that if one of these three is missing, the system will never work.
I’ll start by explaining the diagram from the bottom up. Transformation should always be from the bottom up. We need to prioritize. So our first subject: McKinsey’s Three Horizons. In the next article I will explain the framework with examples. But for those who don’t know the framework. Briefly, it’s one of the quickest ways to describe and prioritize innovation ideas in a large company. Prioritization has two important branches: impact and time. At this point, we need to know how to measure and what to measure.
Horizon 1: Extend & Defend Core Businesses
Horizon 2: Build Emerging Businesses
Horizon 3: Create Viable Options
There are big differences between going from zero to one and one to hundred. That’s why we can’t do anything inside.