Business Transformation Requires Transformational Leaders

The business value of consumer analytics and big data is not just about what you can discover or infer about the consumer, but how you can use this insight promptly and effectively across multiple touchpoints (including e-commerce systems and CRM) to create a powerful and truly personalized consumer experience. In this article, I will explore how the concept of information superiority interacts with the concept of customer centricity. I will look at three modes of information superiority: conventional, adaptive, and collaborative. 

“Digital capital” is a newer phrase and a newer concept. Obviously, it includes tangible assets like hardware and software that show up on balance sheets, but in today’s environment, it can and should include so much more — if not explicitly on a GAAP-approved balance sheet, then at least in how we think about investments. I would suggest that information be cited very explicitly as digital capital, but not just any information. 

In this issue of Cutter Business Technology Journal, we have asked our authors to share their thoughts related to two concepts: information superiority and digital capital. Our assumption was that these concepts are particularly relevant to business leaders, who are right to believe that “digital” and “hypercompetition” are the “new normal” in business. 

Traditional banks, big tech firms, and new fintech startup ventures are the three major players that together will help shape the new financial services landscape. Are they all going to compete? Not necessarily! We are already seeing the first forms of collaboration between these different players materialize.

In this on-demand webinar, you'll discover the strategic and tactical opportunities made possible by Digital Data Streams and the opportunities for improved customer experience made possible by DDS.

Broadly, there are two facets to the people architecture. One facet is the desire to imagine; to make things better, to exploit new ways and technologies, to renew and replace the old. The other is grounded in the reality of the things, the people, and the ways of doing that took years to get to where they are today, with all their intricacies and nuances: the rust. But it is in the space between the imagination and the rust that things either turn to dust or get forged into what they must.

There are a lot of use cases for blockchain technology, and the business case for each needs to be developed. A lot of companies exist with a blockchain solution for a problem that does not exist — essentially a hammer searching for a nail. The use cases outlined in this Advisor have common benefits focused on simplifying existing relationships, reducing fraud, and improving the speed of commerce.

Leaders peering over the edge of the horizon of their own and adjacent industries might wonder, “What are companies that have achieved digital success doing differently?” We believe that at the heart of the ability to manage an ongoing and multilayered organizational transformation rests a sophisticated enterprise architecture capability with a specific charter to act as a transformation engine connecting strategic intent and execution excellence.