It does not always lead to efficiencies. We've found that "digital paper processes" make things worse. See https://www.linkedin.com/posts/pebbleroad_stop-creating-digital-paper-processes-activity-6792244474312560640-0Dey

A five-lesson email course on thinking in systems and to use the mindset to solve today’s complex, networked problems. — We are living in a highly networked and dynamic world where everything connects to everything else. Even as design teams, we sometimes fail to realise these broader influences, sometimes to our detriment. …

The Covid-19 pandemic is showing that not only do organisations need to embrace strategic partners but also need to ensure that these partners are digitally savvy. — One of our clients in the fruit industry told us that the Covid-19 crisis is reducing their top line drastically. I was surprised and asked, “Shouldn’t it be increasing? I see people buying more fruits during this time.” The problem, it turns out is in their distributor partnerships. …

Organisations struggling with remote work wrongly think it to be a matter of adjustment. However, there is a deeper force at play, one that goes back to our natural instincts as human beings. — Organisations are scrambling to figure out remote work during the Covid-19 pandemic. They are rushing to install apps like Zoom and Slack, sending guidelines on conducting remote meetings, and agonising over their business continuity plans.

Including a transformation track in projects and initiatives helps surface org-level tensions that are blocking the org from adapting and progressing. The tensions offer an opportunity to the leadership team to resolve them and make real change possible. — A typical fail scenario A bold strategy is unveiled The leaders of an organisation realise the need to transform. They announce to the staff that there will be new projects underway that will embrace new technologies to improve operational efficiencies and customer experience. The first projects are identified.

The balanced portfolio approach to digital transformation increases your chances of success by hedging risk, building confidence and orchestrating synergies across the organisation. — “Why do we consistently miss the emergence of new industries?” This was asked in 1999 by IBM’s then-CEO, Louis V. Gerstner Jr. He was referring to the closure of a promising initiative because it was too late in capturing market value.

A writeup of my talk at the Product Management Festival Singapore 2019, where I argue that the role of the product manager should expand to include digital transformation. — The challenge The sponsors of the Product Management Festival (PMF) Singapore included the likes of Grab, Google, Atlassian, Facebook, AWS and Flipkart. These companies are all digital natives. Their leaders understand digital. Their people, processes and platforms all support digital-first work. The product manager (PM) in such a situation ensures that they…

Many organisations make the mistake of outsourcing their core digital capabilities. Co-sourcing is a better alternative, provided you do it right. — Digital capabilities are the skills, knowledge and understanding of digital to create or consume value. For example, a bank uses its digital capabilities to create value by offering customers the ability to transact online. …

Ignoring your organisation’s operating system can ruin your digital transformation efforts. Here’s what to look out for. — Digital transformation is a way for traditional organisations to stay relevant in the digital age. It is a deliberate attempt to create value by applying an evergrowing portfolio of digital technologies. …