How can you overcome risks when implementing a digital strategy in your industry?

In order to design a strategy, came up with two scenarios. The first one is the happy path, and the second one is the worst case scenario, where all the risks came true, because the team couldnt mitigate them. If you see the risks, the project is feasible, the team will be prepared to face any expected situation.

Before you transform, do a really thorough assessment of which domains make most sense to transform first. Based on impact you can make, the willingness to change in that part of the organization. Transformation does not happen overnight so be sure to focus on the areas you are convinced it will make then impact, then move and deliver results that are shared transparently with your key strategic stakeholders.

1. Hire the best and most experienced team who have implemented Digital transformation in a similar company 2. Run UAT (user acceptance testing) longer for upto 6 months 3. Do intensive UAT 4. Resolve every single point given as feedback by user Once above is done your Digital transformation will be smooth and painless

1. On board the digital transformation consultant 2. Create a team of digital champions 3. Alignment of business goals with digital strategy 4. Address the data and security concerns 5. Focus on CulturalTransformation and Innovation 6. Clear KPIs 7. Engage the stakeholders 8. Benchmark against industry peers and competition 9. Pilot projects and incremental roll-out 10. Continuous learning and adapting

First of all, you should assess how clear the objective really is. For the client, for the organization itself, for the entire business. Because most strategies fail when the desired end result is foggy. As soon as you define the objective, discover what structures, assets and resources the company is willing to deploy, in order to achieve it. These two revelations will clear a path to the digital channels to use, the messaje to communicate and its adaptation to the digital environment and all other tactics will fall into place.

Although it may be time-consuming, having one-on-one conversations to connect with stakeholders, employees, and customers is helpful in gaining support and buy-in. Some may have their own way of interpreting blanket vision statements. Connection with individuals helps gain trust, support, and clear understanding.

work it out on paper first. understand the current actual processes and systems that exist in the business. look for real world cues - what do people label the inboxes on their desk or the folders on their desktops? once you understand that you can start.

It's very important to get all stakeholders onboard. Carry out a digital audit that benchmarks local and international competitors. Look at your organisational capabilities including people skills, processes and technologies. Build your digital strategy on facts supported by recommendations with solid evidence. Make sure to include an implementation timeline and both, a near and-long-term budget for implementation.

First, be sure of your purpose. Ypour vision and mission may change when there is disruption. Be true to your purpose. Be sure you know whom you are creating Value for and how, and continue to create value for all stakeholders not just for yourself

Goals and vision setting is the first step in the strategic process, analysis and opportunities definition comes afterwards. The methodologies are multiple, smart goals and okrs among the most used and wildly accepted. The point here is create alignment and shared understanding on the end goals. Express the whys and articulate what success will look like.

Decisions in this part of the strategy can sink businesses financially if rushed or by putting in a premium solution when a basic may be needed. My top 3 tips: 1. Know Your Data 2. Review & Refresh 3. Unplug DATA Without knowing how it’s used or accessed and what you’re trying to fix/do it will be hard to implement systems with confidence. What information is pulled from where, how is it mapped, who uses what part of which data, when does it process…? REVIEW Review the capabilities of your exisiting tech stack as SaaS solutions particularly are in a perpetual development cycle; new features may have been added that will be fit for future. UNPLUG Clean house and remove any systems that don’t fit in your map in the coming years.

Don't forget the Privacy concerns of any platform you use. Will your customer data be shared with third-party partners? Always use the minimalist platform and design your in-house data analysis system.

Consider tools that are industry standards. Would the talents you hire need to be trained or expected to be familiar with it as it's a widely used tool in the industry?

Take care to support your points of sale by defining an integrated local strategy. Find the right platform to define with precision your broadcasting areas, you target, and to customize each local communication support with the objective to drive the right people in the right place: your shops!

Digital transformation is a process, therefore it is extremely important to have clarity of the objective and a holistic vision of that process. Always choose digital tools that can support your growth and easily integrate with other tools. Remember that these tools are constantly evolving and what we implement today should prepare us for what we need to implement tomorrow.

This is where I see the change management approach to be critical - when I read “team” I think of the implementation team, for digital transformation, at any level, to be successful it is critically important to train and empower the entire organization. The training needed may indeed be different in nature to that provided to the implementation team but this alignment and knowledge is needed nonetheless to ensure that the digital opportunities are both unearthed and fully exploited/developed.

I remember starting as Chief Digital Officer for Wealth Management. Having to define the digital vision and strategy, the 1st question from my CEO was on which partner to choose. I took another path by creating an international core team and empower them to be responsible with me for this strategy. 5 months later, we shared this strategy with the WM board together with our execution plan and roadmap. At same time, I had a highly committed group of transformers across the different countries.

I remember when I started a growth marketer lead and managing a team and management . I always need to define digital goals and strategies how It can help the organizations to grow and what was the isolation and the execution plan with a roadmap.

Try to define the needed capabilities and competences your organisation is going to need. Assess your situation and move everyone through your model to build the needed competences to succeed. Remember to adjust and adjourn the model to keep raising the ceiling.

La communication et les éléments analysés doivent être partagés et surtout intégrés par l'ensemble des équipes. Accompagnez, formez une à deux personnes pour la partie récolte et analyse des éléments, puis embarquer lors de présentation l'ensemble des équipe afin de les sensibiliser aux actions et résultats.

It's 2023! Stay away from vanity metrics and thousands of dashboards no one will read them. Build your KPIs and metrics on data that is solid. We are in an infinite game. Don't forget to celebrate small victories!

All parties involved will have varying KPIs and objectives to report on, so it is imperative to ensure that everyone feels they have a clear view of their relevant area. A simple way to achieve this is through unifying your data sources and creating a master dashboard for internal usage. Proceed to break down the dashboard into different views for each stakeholder, team, department, and so on. Finally, provide regular commentary and observations to spot opportunities and add value.

Keep in mind most campaign traction takes 4-6 weeks, maybe more depending on your industry. Create internal roadshows with what you've learned failures and all.

most of the campaign takes 4 to 6 weeks or 4 to 6 months depending on your industry. You just need to try and test out what strategy is working for you and what is not depending on that you can take your call ahead.

Neben OKR als geeignete Methode müssen die richtigen Kennzahlen ausgew?hlt und überwacht werden. Diese sollten im Idealfall stark Kundenzentriert sein und das Engagement, die Nutzung oder auch Umsatz und Gewinn über digitale Dienste beinhalten. Je nach Ziel sind diese Kennzahlen allerdings sehr unterschiedlich zu w?hlen.

Implementing an agile strategy at a team level is one thing. Flexibility and adaptability won't deliver value unless management is clear on the direction and priority of the value to be delivered.

When it comes to flexibility and agility, these needs to be built-in from the outset. There's little point in trying to become flexible after the strategy has already been implemented. Ways to improve flexibility and agility include: - Adding a buffer to the budget for ad-hoc and unplanned activity - Creating a (fast) workflow for approval and sign-off for any changes/updates that include critical stakeholders - Flexible testing and experimentation framework - Trustworthy data, analytics and a single source of truth (SSOT) to support accurate decision-making as often as possible.

If a Tsunami is coming ashore, don't advertise your Tsunami products, and turn off ads. Be aware of the bigger picture. That's a true story about a hardware client who lost a lot of money on ads.

To do so you can't just write a strategy and then pass it on the teams (IT, Sales, Marketing, Logistics etc) - You need a framework, a simple set of metrics and kpi's, a clear list of priorities, a clear list of Roles & Responsibilites, a time frame, instances where people can share, discuss and moments where you'll be making decisions. - Best stress test about your strategic initiative : ask 5 people from 5 different teams and/or countries to tell you what is the plan, what is the vision etc. If you get 5 different answers you still have a lot of work to do . - Establishing how you will operate, clearly state how the business model will work, the critical milestones - Don't hesitate to ask for COMMITMENT, not participation

Embrace a data-driven and customer-centric approach.This way, you can ensure that your digital strategy remains agile, adaptable, and aligned with the ever-changing digital landscape.

Remember, at the end of the day, *digital strategy* is about the HOW and it is driven by the *business strategy* which is about the WHAT and the WHY Digital strategy is most successful when it services the business, like a waiter serving food to the customer at a restaurant. The goal is to have a returning customer who raves about their entire experience with your product. So, too, do the business goals need to be met with an integrated digital and traditional customer experience to deliver that goal to your stakeholders.

Implementing digital strategy for any industry involves various risks related to market changes, technology, regulatory compliance, cybersecurity, skilled people etc. It requires proper strategy covering comprehensive plan and operating model. Agility and flexibility is required for early experimentation and make necessary changes. Another major focus area is adoption and change management. Encourage open communication, feedback and learning from failures to drive continuous improvement and resilience in digital endeavors.

Analyze your market, identify your opportunity, execute the action plan, measure, and improve! Repeat this process constantly. Harness the power of metrics provided by digital tools to drive your success!

One of the biggest factors affecting the success & durability of a 'strategy' is that most (or a lot of) businesses look at a strategy as a plan, or a to-do list. A great strategy is not a series of 'tactics', a to-do list nor a "plan", it's how you manage your brand, resources, capabilities, value & and delivery over time. It should be structured as a foundation to make choices, as well as a dynamic reflection of the value that you deliver and the journey of transformation that you bring your audience on. So yes, know the difference what a strategy really is or can be, and develop a 'real' strategy and one that allows you to make decisions to help you win.