Index
- Page numbers followed by f and t refer to figures and tables, respectively.
- A
- Abundance mindset, 84–88, 85f
- Abundance model, 4
- Access level of change, 131, 131f, 132
- Active listening, 112–113
- Adaptability, 85f, 89
- Adaptive changes, 242
- Additive manufacturing, 188, 268
- Adobe, 54, 56–60
- Adoption of digital technologies, 16, 39–43, 40f, 42f
- Agile mindset, 231–236
- Airbnb, 44, 44f, 50–53, 53t, 72–73
- Alderfer, Clayton, 62
- Alibaba, 147, 165–166
- Alpha Generation, 38–39, 63
- Amazon, 2, 14, 15, 32, 137, 165–166, 234
- Amygdala response, 31–32, 70
- Anthony, S.D., 217, 219–220, 220f
- AOL, 21
- Apple, 165–166
- ARPANET, 21
- Artificial intelligence (AI), 24, 247–254, 249f, 251f, 273, 274
- Ashmei, 147
- Augmented reality (AR), 113, 136, 142, 261–263, 262f
- Automation, 24, 43, 137, 269–273, 272f
- Autonomous vehicles (AVs), 43
- Azuri, 147
- Bezos, Jeff, 234, 235
- Bio-printing, 43
- Blockchain, 254–262, 257f, 259f, 260f, 273–274
- Boeing, 263
- Bonnet, Didier, 22–24, 148–149
- Bottom-Up Health Check, 171, 176, 176f, 179
- Boundaries, 2, 3, 12–13, 111
- Brain–computer interfaces (BCIs), 12–13, 246, 247
- Breakthrough solutions, 12–13
- Building & Implementing phase, 167f, 172, 208, 209–212, 209f
- Business:
- Business model(s), 1–2
- C
- Campbell, Kelly, 97–98
- Change Curve, 114f, 115–118
- Change drivers, 180–184, 181f–183f
- Change management, 93–121
- best practices for, 236–242, 240f, 241f
- and culture change, 94, 96, 114–118, 114f
- current short-falls in, 96–98
- driving digital empathy with purpose, 109–114, 110f
- effectiveness of, 95
- Golden Circle concept in, 98–101
- influencing people in, 118–121
- leadership of, 82–91, 94
- “people” elements of, 94–96
- for purpose-driven organizations, 101–107, 104f
- setting “North Star” in, 107–109
- for sustainable transformation, 22
- Chesky, Brian, 56
- CIM Financial Service Ltd., 71–72, 143
- Clever Hans, 247, 248
- Closeness to customers, 85f, 89–90
- Collaboration, 17, 23, 149–150, 154
- Collaborators, as stakeholders, 73f, 76–77
- Communication, 96–97, 121, 128, 195–196
- Communications leads, 226
- Competitive landscape, 16–17
- Complexity of initiatives, 203–205, 204f
- Conley, Chip, 64–65
- Consciousness, 85f, 87–89
- Conviction, 85f, 90–91
- Coopetition, 17, 72
- Coronavirus (Covid-19) pandemic, 5–6
- Adobe's culture in, 59–60
- basic needs in, 62
- business continuity in, 23
- business pivots in, 126, 140
- consumer behavior in, 13–14, 102, 138, 145
- consumption patterns in, 18
- and digital adoption, 16
- digital empathy in, 111–112
- digital solutions in, 135, 136, 139, 141–142
- and digital transformation, 20
- Gravity Payments in, 106
- investment in solutions in, 214
- mindset shift triggered by, 46
- Novartis impacted by, 280
- and online activity, 109–111, 110f
- organizational cultures in, 55
- and pace of business, 192
- RPA market during, 271
- and virtual reality revenues, 264
- Courage, 85f, 90–91
- Critical success factors, 24–28
- Culture:
- digital, 66–71
- organizational, see Organizational culture
- Culture Design Canvas, 240–241
- Customers:
- aligned with brand purpose, 102
- closeness to, 85f, 89–90
- as critical success factor, 25–26
- and digital business transformation, 22
- disregard for needs of, 21
- evolving behavior of, 13–16, 145. See also Human behavior
- expectations of, 137
- loyalty of, 18, 22
- as stakeholders, 73f, 75–76
- “zero distance” to, 79–81, 80f
- D
- Dam, Erik, 233–234, 275–278
- Data, 27–28
- data42 (Novartis), 83–84, 278–280
- Decentralized technologies, 254–262
- Decision-making, 232–233, 239
- Deep learning, 249, 249f, 250
- Diamandis, Peter, 109, 243–244
- Digital Business Evolution Model, 131–133, 131f
- Digital business transformation. See also specific topics
- assembling team for, 221–226
- balanced with business as usual, 217–221, 220f
- building ecosystem culture to support, 71–77, 73f
- concept of, 6, 127–133, 129f, 131f
- Covid-19 pandemic's acceleration of, 5–6
- critical success factors for, 24–28
- and disruptive trends, 167, 168, 170
- global spending on, 22
- and organizational culture, 66–67, 71–77, 73f
- starting point for, 148–149
- sustainable, 22, 97, 165–167
- Digital culture, 66–71
- Digital empathy, 109–114, 110f
- Digitalization, 129f, 130
- Digital Masters, 149
- Digital maturity assessment, 149–154, 151f–154f
- Digital Maturity & Readiness Assessment, 154–164, 155f–157f, 160f, 184, 199
- Digital natives, 22, 144, 225
- Digital organizations, 68
- Digital Revolution, 34
- Digital strategy, 165
- Digital transformation. See also Digital business transformation
- Digital Transformation Building Blocks, 133–147, 133f, 143f–147f
- Digital Transformation Health Check, 171, 175–179, 176f
- Digitization, 129f, 130, 229
- Disruptive technologies, 1–2, 243–247. See also Emerging technologies
- E
- Elsener, Carl, 162
- Emerging technologies, 1–3, 243–274
- artificial intelligence, 247–254, 249f, 251f
- blockchain and decentralized technologies, 254–262
- and breakthrough solutions, 12–13
- convergence of, 273–274
- extended reality and the metaverse, 261–266, 262f
- and new business models, 144–145, 145f
- new data sources for, 28
- robotics and automation, 269–273, 272f
- 6D framework of, 243–246, 244t, 245f, 246f
- 3D printing and additive manufacturing, 266–268
- Enable level of change, 131f, 132
- Etsy, 44, 44f
- Evolutionary transformation, 125f, 126, 131–133
- Evolving consumer behavior, 13–16
- Executive sponsors, 223
- Existence, Relatedness, and Growth (ERG) theory, 62
- ExO Canvas, 199–201, 200f
- Extended reality (XR), 261–266, 262f
- External motivations, 103
- External stakeholders, 73f, 75–77
- G
- Gap analysis, 178, 197f, 198–201, 200f
- General Electric (GE), 123, 126
- Generational shifts, 35–39, 103
- Generation X (Gen X), 35, 41, 47
- Generation Y, see Millennials
- Generation Z, 35, 37–38, 46–48, 63, 135–136
- Gescheke, Charles, 56
- Gig economy, 44–47, 44f, 45f
- Gilbert, C.G., 217, 219–220, 220f
- Global business landscape, 191–192
- Goals:
- H
- Haier, 77–82, 80f, 281–284
- Highsmith, J.R., 166
- History of digital business transformation, 19–48
- in 1990s and 2000s, 21
- and amygdala response, 31–32
- breakthrough solutions, 12–13
- companies' approaches to, 22–24
- consumer impact in, 22
- and Covid-19 pandemic, 20
- critical success factors in, 24–28
- foundation for digital transformation, 20–21
- generational shifts, 35–39
- growth in technology investments, 21
- human factor in, 29–31
- Industrial Revolutions, 32–35, 34f
- initiatives to leverage technology solutions, 19–20
- rapid adoption of digital technologies, 39–43, 40f, 42f
- rise of gig economy, 44–47, 44f, 45f
- search for higher purpose, 47–48
- shifts in human behavior, 32–48
- Hsieh, Tony, 65–66
- Human behavior:
- in achieving digital transformation, 67
- adoption of digital technologies, 39–43, 40f, 42f
- amygdala response, 31–32
- in generating buy-in, 119–120
- generational shifts, 35–39
- Industrial Revolutions, 32–35, 34f
- influencing, 70–71
- in organizational culture, 69, 70
- rise of gig economy, 44–47, 44f, 45f
- search for higher purpose, 47–48
- shifts in, 32–48
- I
- IBM, 192–193
- IKEA, 108
- Implementation roadmap, 143–144, 143f, 144f
- Implementation team, 225–226, 232–233
- Independent workers, 45, 45f
- Industrial Revolutions, 32–35, 34f
- Information gathering, 173–175, 174f
- Innovation, 23–24, 180, 192
- Inside-Out Health Check, 171, 176, 176f, 178
- Insights, 27–28, 113, 173–175, 174f
- Inspiration, 100–101
- Instagram, 2, 4
- Integrate level of change, 131f, 132
- Intelligent automation (IA), 271–272, 272f
- Internal stakeholders, 73f, 74–75
- Internet, 21, 67
- Internet of Things (IoT), 28, 273, 274, 281
- Intrinsic motivation, 103
- Investment plan, 208, 209–210
- Ismail, Salim, 31–32, 107, 138
- L
- Leadership:
- authenticity of, 196
- buy-in of, 162
- of change management, 94, 237–238
- as critical success factor, 28
- culture as driving force for, 55–59
- in Digital Maturity & Readiness Assessment, 155, 155f
- in driving change, 222
- essential traits for, 82–91, 85f
- as stakeholders, 73f, 74–75
- for successful transformation, 77–82, 80f, 148–149
- training for, 50
- transformation strategies in, 119–121
- M
- McGowan, Heather E., 42–43
- Machine learning, 249, 249f, 250, 253
- Malaysian Palm Oil Council (MPOC), 258–259, 259f
- Management, as stakeholders, 73f, 74–75
- Marketing leads, 226
- Marvel, 221
- Maslow, Abraham, 61
- Maslow's Hierarchy of Needs, 61–65, 61f, 70–71, 82
- Massive transformational purpose (MTP), 107–109, 226–227
- Mastercard, 111–112
- Maturity levels, 156–159, 157f, 184
- Measurement, 239, 240f
- Measures of Success (MoS), 214–215
- Mercedes Benz, 263
- Meta, 14
- Metaverse, 264–266
- Microsoft, 115, 126, 263
- Middle managers, 23, 237
- Millennials (Generation Y), 35–39, 46, 47, 63, 142
- Mindset(s):
- O
- OpenExO, 107–108
- Operating models, 128, 142–144, 143f, 144f, 170. See also Target Operating Model (TOM)
- Operations:
- Organization, in Digital Maturity & Readiness Assessment, 155, 155f, 156
- Organizational culture, 49–91
- of Adobe, 59–60
- of Airbnb, 50–53, 53t
- business ecosystem impact of, 65–66
- Culture Design Canvas, 240–241
- digital, 66–71
- and digital business transformation, 71–82, 73f, 80f, 96, 114–118, 114f
- in Digital Maturity & Readiness Assessment, 155, 155f, 156
- and digital transformation, 66–67
- as driving force for leadership, 55–59
- essential leadership traits, 82–91, 85f
- and Hierarchy of Needs, 61–65, 61f
- of start-ups, 54
- for transformation, 236–238, 240f
- of Uber, 49–50, 52–53, 53t
- P
- Painstorming, 178
- Partners, 73f, 76–77, 230
- People. See also Human behavior
- best practices related to, 213–216, 215f
- convergence of technology and, 246–247, 246f
- as critical success factor, 28
- in Digital Maturity & Readiness Assessment, 155, 155f, 156
- as Digital Transformation Building Block, 133f, 134, 140–143, 143f, 144f
- global paradigm shift in, 3
- influencing, 118–121
- in managing change, 94–96
- and success of transformation, 29–31
- understanding motivations of, 81–82
- Personalized experiences, 15–16, 22
- Philanthropy, 58
- Pilot projects, 211–212
- Pink, Daniel, 103
- Pinterest, 4
- Prada, 2, 17
- Price, Dan, 106–107
- Prioritizing initiatives, 203–208, 204f, 206f, 208f
- Processes, 26–27, 111, 171. See also Digital Business Transformation Strategy framework
- Q
- Quantum Brain Network (QBraiN), 12–13
- R
- Rajamannar, Raja, 111–112
- Reactive maturity level, 57–158, 157f
- Readiness for change, 184, 239. See also Digital Maturity & Readiness Assessment
- REI, 54
- Resilience, 17, 103
- Reskilling, 43, 269
- Robinson, D., 166
- Roblox, 14
- Robotics, 24, 269–273
- Robotics process automation (RPA), 210, 270–272
- Rotger, Vincent, 78, 79, 82, 281–284
- Ruimin, Zhang, 77–82
- S
- Saldanha, Tony, 229
- SAP ERP, 29–30
- Sasson, Steven, 217–218
- Satoshi Nakamoto, 255–256
- Scaling solutions, 211–212
- Scaling transformations, 226–229
- Scarcity model, 4
- Scenario planning, 186–189, 187f
- Services, as Digital Transformation Building Block, 133f, 134, 138–140
- Service providers, 73f, 76, 230
- Shannon, Claude E., 20–21
- Shift transformations, 125f, 126
- Shock transformations, 125–126, 125f
- Siemens, 124
- Sinek, Simon, 98–101
- Situational Analysis phase, 167f, 171, 173–184, 173f, 176f, 181f–183f
- SIX, 231
- 6D framework of disruptive technologies, 243–246, 244t, 245f, 246f
- SMAC (social, mobile, analytics, and cloud) technologies, 19, 21
- Snapchat, 14
- Social responsibility, 58
- Stagekings, 140
- Stakeholders, 70–77, 73f
- Storytelling, 120, 196
- Strategic Roadmapping phase, 167f, 172, 197–208, 197f, 200f, 202f, 204f, 206f, 208f
- Strategy, digital vs. corporate/business, 165
- Strategy-development processes, 213–214
- Strategy map, 193–195, 194f
- Strategytools.io, 125–127
- Sundararajan, A., 52
- Suppliers, 73f, 76, 230
- Sustainable digital business transformation, 22, 97, 165–167. See also Digital Business Transformation Strategy framework
- Sustainable digital transformation, 123–127, 125f
- T
- Talent, matching initiatives and, 216
- Target Operating Model (TOM), 197, 197f, 198, 201–203, 202f
- Task Rabbit, 45
- Teams:
- Technology(-ies), 1–4
- adoption life cycle for, 39–40, 40f
- in change management, 95
- convergence of humans and, 246–247, 246f
- as critical success factor, 27
- in Digital Maturity & Readiness Assessment, 155f, 156
- disruptive, see Disruptive technologies
- emerging, see Emerging technologies
- evolution of, 12
- investments in, 21
- leveraging, 19–20
- SMAC, 19
- workforce impact of, 269
- TED Talks, 108
- Thinking big, 226–229
- Think like an agile start-up, 231–236
- Thomas-Hunt, Melissa, 52
- 3D printing, 188, 266–268
- Thunberg, Greta, 47–48
- TikTok, 13–14
- Toffler, Alvin, 185, 186
- Top-Down Health Check, 171, 176, 176f, 178–179
- Toshiba, 123–124, 126
- Transformation, digital transformation vs., 127–131
- Transformational changes, 242
- Transformational maturity level, 157f, 159
- Transparency, 52
- Trend Scan, 177, 180–184, 181f–183f, 199
- Trojan War, 118–119
- Turing, Alan, 250
- Twitter, 2, 17
- V
- Value:
- Values:
- Value-centered business environment, 214–215, 215f
- Value Proposition Canvas, 190
- Value propositions, 11, 132, 189–190
- Van Beuningen, Mark, 71–72
- Victorinox AG, 161–162
- Virtual reality (VR), 261, 262f, 263–264
- Vision, 11–12, 169–171, 193–195, 194f, 227. See also Disruptive Visioning
- Von Neumann, John, 250
- Von Osten, Wilhelm, 248
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.