Revive
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Revive: How to Transform Traditional Businesses into Digital Leaders

Revive: How to Transform Traditional Businesses into Digital Leaders


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About the Book

GAME-CHANGING DIGITAL TRANSFORMATION:   USE DIGITAL STRATEGIES, CHANNELS, AND PLATFORMS TO TRANSFORM ENTERPRISES TO COMPETE IN THE DIGITAL AGE Move from “reactive digital” to “transformative digital” Use digital capabilities to fundamentally change the way you lead, direct, and structure organizations and teams Stay focused on the “moving target” of digital best practices, and accelerate your progress towards digital maturity REVIVE will help you build a core business model for creating your own digital disruptions—so you can deepen customer engagement, achieve unprecedented immediacy and efficiency, and dominate tomorrow’s markets. Packed with proven strategies, in-the-trenches techniques, and cutting-edge case studies, it will help you change the game before the game changes you.   It’s no longer enough to buy software, or even cloud services. To fully leverage the benefits of digital, you must transform your teams, processes, and how you think about your business. Jason Albanese and Brian Manning have helped dozens of top enterprises do all this. Revive shares the lessons they’ve learned, and gives you a complete, end-to-end methodology that works.   You’ll learn how to use digital to rapidly move the dial on short-term profitability. But that’s just the start. Revive will position you for long-term market leadership, by helping you capture new value from digital wherever great opportunities arise.   Most companies have only gone “skin deep” with digital—and they’ve only garnered a fraction of the value they could be earning. In Revive, two world-renowned digital business advisors show how to drive a full-scale digital transformation that breaks down organizational barriers, cuts costs, accelerates product/service delivery, and dramatically improves customer engagement.   Centric Digital co-founders Jason Albanese and Brian Manning draw on immense experience helping Fortune® 1000 companies succeed with digital strategies, platforms, and channels. They present data-backed insights into the ways midsize and large organizations are stuck hiring, managing, organizing, and leading in obsolete “analog” ways. Next, they offer proven, practical recommendations for fundamentally changing those behaviors to leverage the nearly boundless opportunities of digital.   Their complete Digital Transformation Methodology guides you through benchmarking your digital maturity, envisioning strategy, roadmapping your transformation, and implementing the capabilities you need to execute.   Revive’s multiple case studies show exactly how executives are applying these ideas to go far beyond incremental improvements, and change the game. If that’s what you want, Revive is your roadmap.   WHY TRADITIONAL COMPANIES ARE FAILING AT DIGITAL—AND HOW YOU CAN SUCCEED Overcoming strategic, operational, technical, and market-related causes of failure   BENCHMARK, ENVISION, ROADMAP, AND BUILD Quickly moving from where you are to where you want to be   LINKING YOUR AGILE AND DIGITAL TRANSFORMATIONS Helping your agile and digital transformations enable and support each other   PREPARING FOR THE FUTURE, NEAR AND FAR Ensuring your readiness for the next decade’s technology revolutions  

Table of Contents:
Introduction    1 Chapter 1: The Essence of Digital    7 Industrial Revolution Similarities    7 How Digital Revolutionizes Business    10 Digital Is Core to Business    10 Digital Breaks Down Business Silos    10 Digital Gives Customers (A Loud) Voice    11 Digital Enables Big Bang Disruption    12 Chapter 2: The Difference Between Reactive and Transformative Digital    15 Defining Reactive Digital    15 Historical Reactive Digital Failures    17 Defining Transformative Digital    19 Traits Of Transformative Companies    21 Companies That Are Disrupting    23 Case Study: Uber    23 Case Study: Warby Parker    25 Case Study: Casper.com    26 Traditional Companies That Are Transforming    27 Case Study: Burberry    27 Case Study: Disney    29 Case Study: Nike    30 Case Study: UPS    32 Chapter 3: Why Traditional Companies Are Failing at Digital    34 Business Reasons Companies Fail at Digital    38 Not Capitalizing on Unique Differentiators    38 Having Digital Tactics without Digital Vision    38 Comparing Oneself to Competitors Only and Not Best Practices    39 Lack of Focus on Ongoing Customer and Client Engagement versus Just Sales    40 Marketplace Reasons Companies Fail at Digital    41 Customer Base Has Become More Digitally Sophisticated That Perceived    41 Lack of Focus on Creating Streamlined Intuitive Customer Experience    42 Lack of Understanding of How Digital Has Changed Desire for Ownership versus Sharing Economy    43 Lack of Ability to Quickly Adapt to Trends    43 Organizational Reasons Companies Fail at Digital    44 No Digital Leader with Decision Autonomy, Direct Budget, or P&L Responsibility    44 C-Suite and Leadership Not Involved in Company’s Digital Strategy    44 Digital Team Is Too Top Heavy or Bottom Heavy    44 Digital Not Embedded in Corporate Culture    45 Trying to Do Everything 100 Percent In-House or Outsourced    45 They Settle on the Wrong People in Key Digital Team Roles    45 Operational Reasons Companies Fail at Digital    46 Reliance on Traditional Heavy Processes and Reluctance to Lightweight Processes    46 Lack of Enterprise-Wide Digital Spend Oversight    47 Digital Is Controlled within Silos    47 Technology Reasons Companies Fail at Digital    48 Legacy Infrastructure Is the Excuse for Not Transforming    48 Lack of Internal Use of Social Collaboration Capabilities    48 Chapter 4: Unlocking Business Opportunity in Digital Trends    49 Reasons to Monitor Digital Trends    49 Identify New Business Models    50 Ward off Disruption    50 Better Understand Constituent Behavior    50 Predict the Future    51 Maximize Your Digital Maturity    51 Practical Steps to Put Digital Trends to Use    51 Understanding Trend Drivers    53 Consumer Behaviors Driving Trends    53 Environmental Drivers Influencing Trends    54 Innovations Enabling Trends    55 Trend Potential    56 Monitor Digital Trends    61 Identify What Matters to Your Company    61 Identify Your Customer or Constituent Personas    62 Identify the Digital Touchpoints Your Customers Most Connect with You Through    62 Identify Trend-Related Research and Data Sources    62 Define a Trend Scoring Model    62 Set a Recurring Trend Analyzation Process    63 Quantify Trend Opportunities to Prioritize Where to Focus    63 Action Steps    63 Chapter 5: Benchmarking Your Digital Capabilities and Maturity    64 The Layers of Digital Capabilities    64 Digital Channels    66 Digital Ecosystem    69 Digital Experience    74 Digital Features    77 Digital Platforms    78 Benchmark Your Capabilities    80 Anchor to a Digital Maturity Scale    80 Benchmark Best Practices, Not Just Competitors    83 Focus on Capabilities You Need to Win in    84 Repeat the Benchmark Regularly    84 Action Steps    85 Chapter 6: Envisioning Your Digital Strategy    86 Profile Your Digital Audience    86 A New Model to Understand Your Audience    86 Put a Digital Lens on Your Customer Segments    89 Align Users’ Needs and Business Goals    89 Journey Map Your Experience    91 Your Journey Map and Your User Base    91 Identify Key Touchpoints    93 Identifying/Defining Use Cases    94 Defining Enterprise Digital Strategy    95 The Importance of Visualizing Strategy    96 Visual Stories Pack More Details into Easily Digested and Sharable Information    97 Leverage Strategic Frameworks    97 Create Rapid Prototypes    97 How to Bring Your Strategy to Life Quicker    97 Use Sketches    99 Create Design Mockups    99 Build Responsive HTML Prototypes    100 Digital Demands Dynamic, Not Static Planning    100 Let Analytics Drive Your Strategy    100 Action Steps    103 Chapter 7: Roadmapping Your Digital Transformation    105 Objectives of a Digital Roadmap    105 A Digital Roadmap Is Easily Accessible    105 A Digital Roadmap Is Dynamic    106 A Digital Roadmap Is Social    106 A Digital Roadmap Is Visual    107 A Digital Roadmap Is Aligned to Business and Technology Roadmaps    107 A Digital Roadmap Is Easy to Understand    108 Components of a Digital Roadmap    108 Initiatives Are Organized by Release Dates    109 Initiatives Are Grouped by Categories    109 Initiative Costs Are Represented    109 Initiative Complexity Is Represented    109 Initiative Impact Is Represented    110 Prioritization of Initiatives and Features Is Represented    110 Technology Represented as Enabling Business Capabilities    110 Views of a Digital Roadmap    111 Quantifying Value    111 Action Steps    113 Chapter 8: Organizational Capabilities to Drive Digital Transformation    114 Choose the Right Digital Organization Model    116 Centralized Digital Team    116 Shared Digital Resources    117 Managed Digital Resources    118 Federated Digital Resources    118 Decentralized Digital Resources    118 Establish a Digital Center of Excellence    120 Appoint A Chief Digital Officer    121 Choosing the Right Candidate for CDO    122 Sharing Responsibilities with Similar Executive Roles    122 Define Standard Digital Team Roles    124 Example: Digital Strategy    124 Example: Product Management    125 Example: Digital Operations    125 Build Digital Talent and Culture    126 Development and Training    128 Leveraging Global Talent Remotely    128 Compete for the Right Digital Talent    129 Establishing a Digital First Culture    131 Cultivating Thought Leaders    132 Containing the Impact of Digital Resistors    133 Implement Enterprise-Wide Digital Governance Processes    135 Digital Budget Approvals    135 Digital Roadmap Prioritization    135 Digital Strategic Planning    136 Digital Results Measurement    136 Digital Program Communication    137 Action Steps    139 Chapter 9: Why Agile Transformation Is Critical to Achieving Digital Transformation    140 Agile Benefits Over Traditional Methodologies    141 Agile Gives Your Company/Team Real feedback from Real People in Real Time    142 Faster Time to Market with Greater Predictability    143 Agile Produces a Better Quality    143 Agile Gives You Early ROI and Early Risk Reduction    144 Agile Is Efficient    144 Leverage Common Agile Concepts    145 Sprints or Iterations    145 Product Owner    145 Scrum Team    145 ScrumMaster or Project Manager    146 Product Backlog    146 Sprint Planning Meeting    146 Daily Scrum or Standups    146 Sprint Review Meeting    147 Sprint Retrospective    147 Codeathons and Hackathons    147 Leverage Agile Tools    147 Action Steps    148 Epilogue: Examples of Digital Trends Accelerating the Digital Revolution    149 Industrial Internet of Things    150 Big Data Visualization    153 Universal Streaming Media    154 Virtual Care    155 Non-Banks    157 Autonomous and Connected Vehicles    158 Drones    160 Virtual Reality    161 Biometric Identification    162 Paperless and Cashless    163 Wi-Fi And Wireless Power Duo    164 Robotics    166 Index    169    

About the Author :
JASON ALBANESE is CEO & Co-Founder of Centric Digital, a leading digital transformation solutions company. His vision and entrepreneurial skills accumulated during a successful career building innovative B2B digital companies has allowed him to turn Centric Digital into one of the fastest growing companies in America. Previously, he co-founded and served as CEO of SageSecure LLC, a digital asset management and risk company that also succeeded in delivering strategic growth to the Fortune® 1000 through digital products and services. Albanese writes a weekly business strategy column for INC .com, is author of Network Security Illustrated (McGraw-Hill, 2003), has been published in The Journal of Research and Practice in Information Technology (JRPIT), and holds a patent on an Internet-based distance learning system he co-designed. He serves as the Chair of the Governance Committee on the board of Partnership with Children, a non-profit focused on outreach to New York City public school students at risk of academic failure; and is an active member of Young Presidents Organization, serving on the board of YPO Manhattan in the role of Member Integration Committee chair.   BRIAN MANNING is President, Chief Digital Officer & Co-Founder of Centric Digital. He has leveraged his deep digital expertise and creativity to shape Centric Digital’s brand and market position into the strategic partner of choice for the world’s largest enterprises. Manning started his career at Accenture and since went on to lead digital businesses within global enterprises, such as Citigroup and spinoffs such as Barnes & Noble.com. He has managed $500+MM e-commerce businesses, defined multi-billion dollar consumer digital bank strategies, and launched dozens of digital products. Manning’s passion for all things digital sets a high bar for Centric Digital’s clients, partners and employees. Chief Digital Officers consistently seek his advice and he has helped shape the digital organizations and strategies of several Fortune 500 companies. In addition to driving thought leadership for Centric Digital he is a frequent guest writer drawing the connection between the latest trends that traditional enterprises can leverage. His quest for doing everything digitally has defined Centric Digital’s operations and fully removed the use of paper from his work or personal life.  


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Product Details
  • ISBN-13: 9780134307664
  • Publisher: Pearson Education (US)
  • Publisher Imprint: Pearson FT Press
  • Language: English
  • Sub Title: How to Transform Traditional Businesses into Digital Leaders
  • ISBN-10: 0134307666
  • Publisher Date: 24 Oct 2015
  • Binding: Digital download
  • No of Pages: 208
  • Weight: 1 gr


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