Index
- Page numbers followed by f refer to figures.
- Acceptance of change
- Adee, Marc (Crum & Foster), 27, 42–43, 56, 107, 115–118, 129, 190
- Agility, 64–65, 65f, 124, 139
- Aguiar, Yuri (WPP Group), 165–166, 168–170
- Airbnb, 57
- Al Hilal Life, 36–37, 50–51, 172
- Amazon, 140
- American Carpet South (ACS), 126–128, 141, 166, 171–172
- Apple, 29, 53
- Apple Health, 38
- Application, concept vs., 124–125
- Artificial intelligence (AI), 9
- Asher, Ari (Global Furniture Group), 11–12, 42, 89, 125, 133–134, 159
- Assessment
- of business platform, 109–112
- of culture/mindset, 98–101
- digital scorecard, 89–90
- of digital transformation status, 80, 86–90
- goal of, 109
- holistic approach to, 79–82
- of needs vs. wants, 105–106
- of people for transformative mindset, 99–100
- pre-assessment for DOM implementation, 108–109
- progress measurement, 96
- Attitude
- Augmented reality (AR), 145, 149, 189
- Authenticity, 41
- Automated machine learning (AML), 149–150
- Background checks, 148
- Banga, Ajay (Mastercard), 22
- Bank of Baroda, 96
- Barnes & Noble, 140
- Baxter Technologies, 171
- Best Buy, 149
- Bhagavad Gita, 33
- Big data, 165, 185
- Binder, John (Crum & Forster), 56, 157
- Bitcoin, 173, 174
- Blockchain, 173–175
- Borders, 140
- Bots (robots), 166, 176–177, 184
- Brady, Tom, 185
- Brand recognition, 147
- Breakwater Treatment & Wellness, 19, 133, 142, 186
- Bredahl, Tom (Crum & Forster), 44–45
- Build vs. buy vs. rent question, 102–103
- Bunster, Beth (Whitsons Culinary Group), 63, 68–69, 124, 131–132, 135
- Business
- Business flow diagram, 81, 110
- Business platform(s)
- assessing, 101–104
- building, 109–112
- building blocks for, 45–46
- with common or reusable assets, 29
- and competition. see Outsmarting the competition
- and culture, 40
- defined, 4
- in digital operating model, ix–xi, 2f, 4, 6–8, 7f. See also individual companies
- as digital road map, 49–50
- as diversity driver, 48–49
- for DOM in motion, 151–159
- for fluidity, 51–52
- into the future, 178–179. See also Maintaining momentum
- intelligent, 50, 163–171
- in levels of digital maturity, 4–5
- as means to an end, 126
- in the new normal, 45–52, 103
- as one-stop shop, 46–48
- platform effect, 28–29, 32, 37, 61, 66, 103, 139
- possibilities with, 51
- power of, 151–159
- and process change, 50–51
- role integration in, 103–104
- science of, 140–142
- for spice trade, 12–13
- unleashing power of. see Implementing DOM
- Business platforms as a service (BPaaS), 31
- Butcher, Steve, 35–36, 107, 134
- Carmel Point Investments India Private Limited, 96
- Castro, Cesar (Escalate Group), 173–175
- Champions, 128
- Chanakya, 34
- Change(s)
- Change management, 99–101
- The Cloud, 30–31, 51–52, 126, 186
- Comcast NBC Universal, 54–55
- Commitment
- Communication, effective, 42–43
- Competition. see Outsmarting the competition
- Concept, application vs., 124–125
- Connection(s), 42
- Consumer behaviors, changes in, 19–22, 146
- Consumer/customer experience, 3, 8
- Continuous digital maturity, x, 192. See also Market leaders (level 5)
- Courage to innovate, 106–107
- COVID-19 pandemic, 6
- Crises
- finding opportunity in. see Opportunity in crisis
- lack of skilled labor as, 157
- Cross-border transactions, 145–147
- Cross-training, 129
- Crum & Forster (C&F), 27, 34, 41–45, 56, 107, 115–120, 132, 141
- Cryptocurrencies, 13, 173–175, 178
- Culture, 35–45
- acceptance of change in, 129
- alignment in, 39–40
- authenticity, trust, and transparency in, 41
- defined, 4
- digital mindset for, 27
- in digital operating model, ix–xi, 2f, 4. See also individual companies
- effective communication in, 42–43
- importance of, 21, 22
- in levels of digital maturity, 4–5
- mindset for, 40–41
- as missing piece, 35–36, 38–39
- in the new normal, 35–45
- POD internal structure for, 43–45
- transformative mindset in, 98–101
- Currencies of trading, 13
- Customer experience. see Consumer/customer experience
- Dalio, Ray, 107
- Data
- Data flow, 110
- Data monetization, 140
- Data ownership, for DOM in motion, 27–28
- Data quality, for digital road map, 77–79
- Data science, 140–142
- “Decency quotient” (DQ), 22
- Decentralization, 118
- Deep learning, 175–176
- Delta, 170
- Demographics, changes in, 19–22, 146–147
- Dick's Sporting Goods, 142
- DIEP, 184
- Digital
- Digital (R)evolution (Aguiar), 165
- Digital infancy (level 1), 4, 23f. See also individual companies
- Digitally credible (level 3), 5, 23f. See also individual companies
- Digitally mature (level 4), 5, 23f. See also individual companies
- Digital maturity
- Digital mindset, 19, 26–27
- Digital onboarding, 147–148
- Digital operating model (DOM), ix–x, 2f, 3–16. See also individual elements
- business platform in, ix–xi, 2f, 4, 6–8, 7f
- culture in, ix–xi, 2f, 4
- digital maturity levels in, x, xif, 4–5, 22–24, 23f
- disruption and opportunities in, 8–12
- and historical connectivity journeys, 12–13
- implementing. see Implementing DOM
- innovation in, ix–xi, 2f, 4
- in the new normal, 33–34
- Pathways to Growth, 16
- as pathway to digital maturity, 3–6
- and transformation as a marathon, 13–16
- velocity for. see DOM in motion
- Digital quiz, 86–89
- Digital resiliency, 90–92
- Digital road map, 49–50, 75–93
- building, 92
- data quality for, 77–79
- for different journeys, 76–77
- for digital infancy, 83
- for digitally credible, 84
- for digitally mature, 84–85
- digital quiz for, 86–89
- and digital resiliency, 90–92
- digital scorecard for, 89–90
- and DOM in motion, 82–85
- for early experiments, 83–84
- finalizing assessment for, 109–111
- holistic assessment approach for, 79–82
- for market leaders, 85
- parameters for, 111–112
- Pathways to Growth, 92–93
- using existing systems and assets in, 101
- Digital strategy, ix, 3
- Digital transformation. See also individual companies
- accelerating, 17–19. See also DOM in motion
- assessing status of, 80
- cost of, 155–156
- holistic approach to, 79–82
- as a journey, 22–24, 23f
- as a marathon, 13–16
- in the new normal, 35–38. See also The new normal
- reason for failures of, 15
- road map for. see Digital road map
- Disruption. See also Explore, exploit, and disrupt
- from within, 152
- as beginning of the journey, 123. See also Opportunity in crisis
- as business mantra, ix
- business platforms for, 9. See also Business platform(s)
- causing or experiencing, 3, 8–9
- in COVID-19 pandemic, 17–18
- by deep learning, 176
- in DOM. see Market leaders (level 5)
- examples of dealing with, 9–12
- future, 182–183
- for future survival, 108
- outsmarting the competition through. see Outsmarting the competition
- DOM in motion, 17–31. See also individual companies
- business platform success, 151–159
- and changing demographics/consumer behaviors, 19–22
- and the Cloud, 30–31
- during COVID-19 pandemic, 18–19
- data ownership for, 27–28
- and digital road map creation, 82–85
- entrepreneurial/digital mindset for, 26–27
- to explore, exploit, and disrupt, 22–26
- in implementing DOM, 104–106
- in mid- to large-size company, 115–120
- and network effect/platform effect, 28–29
- for outsmarting the competition, 139–150
- Pathways to Growth, 31–32
- and ROI vs. ROR, 29
- in a small-to-midsize company, 61–72
- Early experimenters (level 2), 5, 23f. See also individual companies
- Edison, Thomas, 52
- 80/20 rule, 129
- Ellison, Adrian, 39, 40, 135, 144, 152, 155–156
- Entrepreneurial mindset, 26–27
- Environment for excelling, 107
- Escalate Group, 173
- Castro, Cesar, 173–175
- Evaluation, 109
- Everyday life, digital in, 168–170
- Evolution
- Experience
- Experience flow, 110
- Experience marketing, 185–186
- Explore, exploit, and disrupt
- Failure(s)
- Floyd, Bobby (HHS), 10–11, 131, 148, 156, 157, 166–167, 177, 184
- Focus, internal, 142
- Future of business, 178–179, 181–197
- business strategy with a purpose, 192–193
- creative solutions, 183–184
- disruption, 182–183
- evolution of business, 185–186
- evolution of digital, 190–191, 191f
- forward movement into the. see Maintaining momentum
- leaders in the, 181–182
- making sense of, 188–190
- mantra for, 184–185
- the metaverse as next gen internet, 188
- next gen open artificial intelligence, 186–188
- Pathways to Growth, 193–194
- survival in, 108
- thoughts on, 196–197
- IChip, 37–38
- Implementing DOM, 95–113
- Incentivizing change, 130
- IndiaFirst Life Insurance Company Limited, 25, 54, 96–97, 99, 100, 108, 156
- Inevitability of change, 123, 171–173
- Information technology (IT), 126–128, 175
- Innovation. See also Future of business
- attitude and approach in, 53
- and culture, 39–40
- defined, 4
- in digital operating model, ix–xi, 2f, 4. See also individual companies
- implementing DOM for, 106–108
- innovation labs, 53–55
- in levels of digital maturity, 4–5
- minimum viable concept in, 55
- in the new normal, 52–56
- overcoming resistance to, 34
- POV vs. POC in, 55
- by purchasing disruptors, 183–184
- by rethinking possibilities, 19
- risk and failures in, 52–53
- in small-to-midsize company, 68
- too much, complex, or fast, 128–130
- Innovation labs, 53–55, 107
- Integration
- Intelligence, human and machine, 163, 165–168. See also Artificial intelligence (AI); Machine learning (ML)
- Intelligence economy, 163, 185
- Intelligent business platform, 50, 163–171. See also Maintaining momentum
- Internet of things (IoT), 149, 170–171
- Intuition
- data vs., 166–167
- Investment(s)
- McGeddy, Gary (Crum & Forster), 34, 56, 101, 117–118, 132, 172–173
- Machine intelligence, 163–165
- Machine learning (ML), 148–150. See also Artificial intelligence (AI)
- Machine learning as a service (ML as a service), 175
- Maintaining momentum, 163–179
- and blockchain, 173–175
- and deep learning, 175–176
- and digital in everyday life, 168–170
- and future of technology and business, 178–179
- and human and machine intelligence, 165–168
- with hyper-personalization, 164–165
- and inevitability of change, 171–173
- with intelligent business platform, 163–165
- and internet of things, 170–171
- and machine learning as a service, 175
- by operating at full potential, 168
- Pathways to Growth, 179
- and robotics and automation, 176–178
- Mandela, Nelson, 17
- Marathon, digital maturity journey as, 13–16
- Marcano, Brennon, 48–49
- Marketing, 146–147, 185–186
- Market leaders (level 5), 5, 23f. See also individual companies
- Mastercard, 22, 54, 91, 145–147, 151–155, 158, 183–184
- Messi, Lionel, 185
- Meta, 188
- Metaverse, 188, 192
- Microsoft Health Vault, 38, 188
- Mid- to large-size company. See also Small-to-midsize company; specific companies
- Minimum viable product (MVP), 55, 58
- The Mirror, 171
- Mixed reality, 189
- ML as a service (machine learning as a service), 175
- Momentum. see Maintaining momentum
- Obama, Barack, 62
- Onboarding, 147–148
- On-demand services, 171–172
- OpenAI (company), 187
- Open artificial intelligence (open AI), 186–188
- Opportunity in crisis, 123–138
- and failure as part of success, 123–125
- to get to next level, 135
- and IT disconnect, 126–128
- and keeping it simple, 128–130
- and leaders' agility and wisdom, 134–135
- Pathways to Growth, 137–138
- and regulatory stumbling blocks, 135–136
- related to elements of DOM, 125–126
- and security concerns, 136–137
- and wisdom of hindsight, 130–134
- OrangeHook Inc., 38
- Outsmarting the competition, 139–150
- AI and machine learning in, 148–150
- with cross-border transactions, 145–147
- by delivering better customer experiences, 144–145
- in digital onboarding, 147–148
- for disrupting, 139–140
- with evolution to data science, 142–144
- with faster background checks, 148
- Pathways to Growth, 150
- science of business platform and data for, 140–142
- Ownership of data, 27–28
- Partnerships, 154
- Peloton, 171
- People mindset. see Culture
- People Operating Digitally, 56–57
- Platform effect, 28–29, 32, 37, 61, 66, 103, 139
- POD model, 43–45
- Principles (Dalio), 107
- Privacy issues, 136–137
- Problems, real, 125–126
- Processes
- PromptPay, 154
- Proof of concept (POC), 55
- Proof of value (POV), 55
- Purpose
- RACI matrix, 44
- Rate on return (ROR), 29
- Regulation(s)
- Relevance, 9
- Resiliency, digital, 90–92
- Resistance to change, 34, 123
- Return on investment (ROI), 29
- Rideshare, 57
- Risk, in innovation, 52–53
- Road map. see Digital road map
- Robots (bots), 166, 176–177, 184
- Robotic process automation (RPA), 10, 176–178, 184
- Role integration, in business platform, 103–104
- Rules of engagement, in the new normal, 58
- Saccaro, Nicholas (Quest Food Management Services), 18, 20–21, 129
- Santagata, Joe (ACS), 146, 152, 166, 171–172
- Sayegh, Rudy (Global Gate Capital), 106, 132–133
- Sears, 139
- Security issues, 136–137, 174
- Sharan, Rohan, 174–175
- Simplicity, 128–130
- Skilled labor pool, 157
- Small-to-midsize company. See also specific companies
- Spice trade, 12–13
- Sports Authority, 142
- Stakeholder commitment, 40
- Stewart, Matthew, 150
- Stoddart, Paul (New Payment Platforms), 153–155, 158–159
- Strategic fit of journey, 130–134
- Strengths, assessing, 109
- Strive, 154
- Strivers Initiative, 154
- Success
- Systems, assessing, 101–102
- Wants, needs vs., 105–106, 123
- Warburg Pincus LLC, 96
- Weaknesses, assessing, 109
- Whitcomb, Paul (Whitsons Culinary Group), 28–29, 67–68, 103, 105, 124, 132, 134, 156–159
- Whitsons Culinary Group, 28–29, 51, 61–72, 76, 89, 100, 103, 105, 109, 124–125, 131–132, 134, 135, 141, 156–158
- Wisdom of experience, 125
- Worden, Ian, 9, 28, 125–126, 130, 131, 135–137, 178, 190
- Workforce
- Wozniak, Steve, 53
- The WPP Group, 165
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