1. By Marwan Mousfi
April 2015
StandOUT

2.  Business leaders today hear myriad
value propositions for digital
transformation. But, where to start
and how can be daunting.
 You must understand what threats
and opportunities digital might
pose to your business and to what
degree.

3.  Do you believe in the fundamental
change that is happening with
Digital ?
 Digital is fundamentally shifting the
competitive landscape in many sectors.
 Your competitors set is not what it used to
be - eg: Banks getting into travel business.
Travel agents into insurance business.
Retailers into media business.

4.  Do you know how best to respond
as a business leader, transform or
follow ?
 Digital Transformers aggressively pursue
growth opportunities.
 Digital Followers just focus on optimizing
existing activities.

5.  Generate new revenues and
growth, calls for new rules, new
roles and new ways of combining
resources.
 New revenues - Through new
experiences, deeper relationships, new
margins, new customers and new
channels.
 New rules - Disruptive strategies are
always about the customer and the
customer experience first.
 New roles - To create new growth, you
must understand how information creates
value, what future value chains in your
industry will look like and what role they
will need to play in new ecosystems.
 New combinations of resources - Areas of
change range from strategy and
governance through to insight and
analytics, collaborative organization and
digital technology platforms, privacy and
security.

6.  Do you understand the potential
upside and downside to the P&L in
the medium term?
 In many industries, opportunities come
from new channels or low-cost entry into
new markets
 There are also threats from improved
price transparency that lead to margin
compression
 Understanding the relative weight of
those opportunities and threats is a good
way of understanding the amount of
investment that digital warrants and the
speed at which action is needed

7.  How would a digital winner think?
 Whom to collaborate with ?, may include
firms that would have been considered
competitors historically— or at the very
least, collaborate with firms that can
share data with you.
 Create the right scale of investment in
your IT infrastructure and introduce
flexibility and dynamics.

8.  Would you (CEO) delegate the
digital agenda to a senior digital
officer?
 It can be difficult for a senior digital
officer to have enough influence to make
the changes they need across the whole
organization
 In some sectors, it’s easier for the CEO to
delegate the digital agenda.

9.  How do I engage my organization in
new technologies?
 How do I keep a clear channel open
to my customer?
 What new opportunities could digital
create for my business?
 A shared digital vision across the C-Suite
 Identify target value creation opportunities
 Clarity on client-base readiness
 Clear ownership of digital topics
 Future challenges identified and planned for
 Recovery plan for earlier failed attempts