Large corporate Europe lacks any businesses that are digital natives. To avoid being marginalized by digital disruptors, traditional companies must embrace digital transformation. However, becoming digital requires more than just technological changes - it is a pervasive change to the business. For large corporations to both digitize existing models and develop new digital business lines requires comprehensive digital change management to develop digital versatility among the workforce and leadership.
What have I learned about digitalization in 17 years. Personal journey to digitalization in different roles ranging from early adopter to solution provider. How I saw digitilization turn from a hype to an industry transformation. Enjoy!
Excellent report by Capgemini Consulting about digital transformation… If you still believe digital is about banners and online advertising, pay a look to this report.
28 percent growth and 36 million euros in revenue - this is the success story of the management consultancy UNITY for the past financial year. UNITY now provides detailed information on this in its 2017 Annual Report.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
What have I learned about digitalization in 17 years. Personal journey to digitalization in different roles ranging from early adopter to solution provider. How I saw digitilization turn from a hype to an industry transformation. Enjoy!
Excellent report by Capgemini Consulting about digital transformation… If you still believe digital is about banners and online advertising, pay a look to this report.
28 percent growth and 36 million euros in revenue - this is the success story of the management consultancy UNITY for the past financial year. UNITY now provides detailed information on this in its 2017 Annual Report.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digisalonki - Tools for Chief Digital Officer (CDO) - Nov 13, 2015Matti Vesala
My presentation in Digisalonki on November 13, 2015 in Espoo, Finland. The main responsibility of a CDO is to make IT and Business work together in agile ways in order to develop digital enterprises.
Material presented at: MANUCORE - SUPPLY CHAIN LEADERSHIP FORUM, EUROPE - 5-7 March 2018, Warsaw, Poland.
Marcelo describes the transformation of Pirelli into a “pure consumer tyre company” and how the company’s digital strategy is driving the reinvention of its products, business model and ways of working. He offers a few lessons learned for companies going through similar transformations as well as outlines his vision on how the major technology trends will impact the way companies operate in the future.
ADSTROT MEDIA
Adstrot is an emerging leader in business consulting and technology solutions so far since the latest formation on the expertise derived from Adroit Media & Communications. Originators from the field of IT, Advertising, Marketing and Promotions have evolved from building an enterprise which caters clients around India by outperforming their growth.
Digitalization - 9 practical roadblocks on this must-have journeyMarko Luhtala
While digitalization is a hyped term, it is also a mandatory journey companies must take. In this presentation I have summarized 9 practical roadblocks CEOs face on this journey. As you can clearly see digitalization is a leadership challenge, not a technology problem. The content is based on a dozen companies I have worked with during the last 18 months. Enjoy!
The expectations of the digital customer are rising, how are you keeping up with it? Check out these 3 power moves which all the CEOs in the media industry are using to navigate digital transformation.
Digitalization - How to build a killer ecosystem by aligning customer experie...Milos Radovic
Through customer experience & digital ecosystems to new business models – The operation and business models of the future are digital. A successful digitalization therefore needs more than just innovative technologies. Novel concepts are required! It’s the time to rethink: Only when customer experience, platforms and enterprises interlock is it possible for the power of digitalization to truly unfold. We use tangible examples to showcase the impact of the digital chain on enterprises, how Design Thinking, Agile Development, Co-Creation and technology collude and how ecosystems drive new business models.
Digital due diligence - Discover the full potential of digitalizationMarko Luhtala
Investors! Are your companies ready for the digital economy? In this presentation I explain why digital due diligence is an integral part of any investment process. I also list four common sources of digital business opportunity and four areas that explain the company's readiness for digitalization.
Mobile Business moving Enterprises towards Digital TransformationNamics
Auf der Apps World Germany 2015 hielt unser COO Bernd Schopp einen Vortrag zum Thema "Mobile Business moving Enterprises towards Digital Transformation".
Company Presentation by Peter Bakenecker, Division President Germany & Switzerland at Mastercard at the Axel Springer NOAH Conference 2018 in Berlin, Tempodrom 6-7 June 2018.
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Digital Transformation Framework By IonologyNiall McKeown
An academically peer reviewed digital transformation framework. Taught by leading universities, used by hundreds of organisations around the world.
This framework uses modern data sources to help guide organisational leaders, digital marketers and technology professionals to create a sustainable, innovative engine of growth through digital transformation.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Digisalonki - Tools for Chief Digital Officer (CDO) - Nov 13, 2015Matti Vesala
My presentation in Digisalonki on November 13, 2015 in Espoo, Finland. The main responsibility of a CDO is to make IT and Business work together in agile ways in order to develop digital enterprises.
Material presented at: MANUCORE - SUPPLY CHAIN LEADERSHIP FORUM, EUROPE - 5-7 March 2018, Warsaw, Poland.
Marcelo describes the transformation of Pirelli into a “pure consumer tyre company” and how the company’s digital strategy is driving the reinvention of its products, business model and ways of working. He offers a few lessons learned for companies going through similar transformations as well as outlines his vision on how the major technology trends will impact the way companies operate in the future.
ADSTROT MEDIA
Adstrot is an emerging leader in business consulting and technology solutions so far since the latest formation on the expertise derived from Adroit Media & Communications. Originators from the field of IT, Advertising, Marketing and Promotions have evolved from building an enterprise which caters clients around India by outperforming their growth.
Digitalization - 9 practical roadblocks on this must-have journeyMarko Luhtala
While digitalization is a hyped term, it is also a mandatory journey companies must take. In this presentation I have summarized 9 practical roadblocks CEOs face on this journey. As you can clearly see digitalization is a leadership challenge, not a technology problem. The content is based on a dozen companies I have worked with during the last 18 months. Enjoy!
The expectations of the digital customer are rising, how are you keeping up with it? Check out these 3 power moves which all the CEOs in the media industry are using to navigate digital transformation.
Digitalization - How to build a killer ecosystem by aligning customer experie...Milos Radovic
Through customer experience & digital ecosystems to new business models – The operation and business models of the future are digital. A successful digitalization therefore needs more than just innovative technologies. Novel concepts are required! It’s the time to rethink: Only when customer experience, platforms and enterprises interlock is it possible for the power of digitalization to truly unfold. We use tangible examples to showcase the impact of the digital chain on enterprises, how Design Thinking, Agile Development, Co-Creation and technology collude and how ecosystems drive new business models.
Digital due diligence - Discover the full potential of digitalizationMarko Luhtala
Investors! Are your companies ready for the digital economy? In this presentation I explain why digital due diligence is an integral part of any investment process. I also list four common sources of digital business opportunity and four areas that explain the company's readiness for digitalization.
Mobile Business moving Enterprises towards Digital TransformationNamics
Auf der Apps World Germany 2015 hielt unser COO Bernd Schopp einen Vortrag zum Thema "Mobile Business moving Enterprises towards Digital Transformation".
Company Presentation by Peter Bakenecker, Division President Germany & Switzerland at Mastercard at the Axel Springer NOAH Conference 2018 in Berlin, Tempodrom 6-7 June 2018.
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Digital Transformation Framework By IonologyNiall McKeown
An academically peer reviewed digital transformation framework. Taught by leading universities, used by hundreds of organisations around the world.
This framework uses modern data sources to help guide organisational leaders, digital marketers and technology professionals to create a sustainable, innovative engine of growth through digital transformation.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
Digital innovation leadership: How to master digital transformation in the fa...Jesper Nordström
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The Digital Advantage: How digital leaders outperform their peers in every in...Capgemini
Capgemini Consulting and the MIT Center for Digital Business Global Research
New digital technologies like social media, mobile, and analytics are advancing rapidly on the economic landscape. These innovations are used widely by consumers and employees alike. Facebook has more than 1 billion users. There are more than 6 billion mobile phones. Employees often have better digital solutions at home than they do at work, and many customers are more technology savvy than the people trying to sell to them.
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
We decided to find out what fast-moving digital innovations mean for large traditional companies. In two years of study covering more than 400 large firms, we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
Digital Transformation in marketing has shown what it can do for businesses like Uber & Amazon.Digital Transformation is the implementation of digital technologies to assets, processes & products to improve efficiency.
The digital startup implementation handbook 2018Mondher Khanfir
All what Founders, Mentors and Investors need to know to better design and implement a business model for their digital startup. The eBook contains practical insights on the digital economy, and provides a didactic set of instruments that could be played with an exclusive role game www.mudircards.com
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
The linking of computers around the world is going to have far reaching effects, and the spread of knowledge, the interchange of ideas and the dissemination of information are going to produce a revolution in our society. Digital business use technology to create new value in business models, customer experiences and the internal capabilities that support its core operations. The term includes both digital only brands and traditional players that are transforming their businesses with digital technologies. the more important benefits derived from developing a digital business include the ability of your organization to rapidly develop and move into new markets uncover and form partnerships reach new customers and expand your brand with new and existing customers as an innovator, among many others. Digital business is about the creation of new business designs by blurring the physical and digital world. It is about the interaction and negotiations between, business, and things. A. Karthik | M. Karthikeyan | P. H. Gopikannan "Digital Business" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33644.pdf Paper Url: https://www.ijtsrd.com/management/marketing/33644/digital-business/a-karthik
Study “Digital Business Transformation” shows varying perspectives among Germ...Connected-Blog
Dexperty and the market research firm INNOFACT AG surveyed more than 600 decision-makers within a representative panel in June 2015 for the study. 50 per cent of those surveyed were responsible for marketing and 50 per cent for IT in their companies.
The survey was intended to investigate the understanding, practical relevance, state of development and possible hurdles in the implementation of digital business transformation in German companies. In addition to this, the survey sought to shed light on the impact of digital transformation on marketing and, more specifically, the development of digital trade fair marketing.
You will find more information at our web-special at: http://m-es.se/Mc8b
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
7 considerations to your digital transformation journeyTarang Rai
This new era of digital transformation brought about by the emergence of new technologies like mobile, cloud, analytics, Internet of Things etc., is highly reminiscent of the e-business era. There are many business opportunities to pursue, enabling technologies to be utilized, and customers to be influenced.
Beginners guide digital transformation zaitoon digital agencyZaitoonagency
Digital Transformation has resulted in fundamental changes in how a business operates and the value they deliver to their customers.
Download the ebook to get the insights of technology trends for Digital Transformation.
2015 acm po v building digital businesses in large companies
1. Page: 1
Large corporate Europe ranks not a single internet born or digital technology business. With digital disruptors
entering their markets, large corporates have to leap or risk being marginalised. However, for traditional
businesses, there is no straightforward derivation of digital implementation programmes as becoming digital is
a pervasive, not a technological change. I think for large traditional companies to digitise existing operating
models and innovate adjacent digital business requires a comprehensive digital change management that
builds digital versatility.
Large corporates in Europe lacking digital versatility
The European Top 100 companies by market capitalisation include not a single company whose business
originated on the internet, and not a single digital technology business. All companies listed amongst the
European Top 100 operate core businesses with one of the characteristics listed below:
- Core businesses that have a history of decades or centuries and they still supply physical goods or
people based services;
- Core businesses that supply their value proposition through an integrated vertical value chain;
- Core businesses that operate in oligopolistic or highly regulated markets.
These are characteristics of traditional companies. If you are one of these, then your industry is vulnerable to
disruption by an upstart digital business.
Some might argue that software or telecommunication service providers are “digital businesses”. However,
unless the software or telecom services are provided fully automatically over the internet, the core business
heavily depends on people-based services, and is not digital.
Creating digital businesses, as a management concept, is a new and essential skill, for every traditional
business. The basic idea is for traditional companies to embrace digital concepts such as digital customer
experience, digital operating models, developing digitally enabled products and innovating new digital
business models which grasp opportunities to serve customers in new ways and prevent digital disruptors from
capturing market share.
2. Page: 2
Corporate Europe has experienced digital disruption for quite some time. Affected markets include the
technology industry where the industry is constantly reinventing itself, e.g. with disruptive innovations such as
USB flash drives and digital cameras. Other examples are:
- The music industry, disrupted by streaming platforms;
- The advertising industry, disrupted by the growing market for online advertising on new platforms;
- The retail industry disrupted by e-commerce offerings.
Your company has not seen any digital disruptors yet and therefore you think you will not be affected? That
can be the quiet before the storm! Even in industries where physical goods and people based services remain
core, digital disruptors are muscling in. Think about the hospitality industry where the global online reservation
system Booking.com has established market dominance and charges premium prices for their reservation
services. Airbnb.com grew to the largest global hospitality business without owning or leasing a single real
estate. The creation of digital businesses will intensify competition amongst existing players and with new
entrants.
In short, all major European companies are those who have enjoyed a successful and sustainable business
over a long period of time, with core physical and geographical capabilities that have supported their evolution
so far. The emergence of new digital businesses is taking place in all industries. Traditional companies do not
have the capability to capture digital opportunities and neutralise potential digital disruptors and are lacking
digital versatility. The small pool of digital management talent in Europe and the high valuation of successful
digital businesses limit the prospects of quick fixes like broad recruitment campaigns or reverse acquisition
initiatives.
Yet even when they have a “digital strategy” the traditional companies tend to see it as a matter for
technologists and engineers. This is a mistake.
For Traditional Companies, becoming digital is a pervasive, not a technological change
A few traditional companies have started to create digital strategies for their businesses. They are applying
digital concepts to their existing business models, identify digital disruptors and analyse future sources of
value through digital opportunities. At the implementation stage, traditional companies are applying digital
laboratories to run implementation initiatives. Many traditional businesses conducting substantial digital
initiatives, for example, by hiring large teams from professional service/ system integration providers.
However, the path from digital strategy to digital business needs more than technologists. For a traditional
business, becoming digital is a pervasive, not a technological, change. It comprises change of many business
elements. Leaders and employees of traditional large companies are not yet versatile digital practitioners.
External professionals alone will not accomplish pervasive change. Becoming digitally sustainable requires
traditional companies to adopt digital leadership and management practices and to grow capabilities.
Comprehensive digital change management is needed. This new practice links the creation of digital strategies
with the desired end state of running digital businesses. After all it is people that build algorithms and lead
digital businesses, not machines.
3. Page: 3
Digital Change Management builds Digital Versatility
Gaining digital versatility is of essence for the intended digital change of traditional companies. Digital
versatility comprises many core constructs that drive progress towards effectively running digital businesses.
Your digital programmes must be accomplished by a change management practice that builds digital
versatility. Affected stakeholders in your digital ecosystem must have specialised support that enables them to
run digital businesses. Digital change management offers an effective way forward to start building your digital
versatility now, learn from experiences along the way and gain speed by applying learning over time. Here are
the principles for creating a digital business using digital change management:
1. Create company-wide awareness for digital business;
2. Incorporate leadership and mobilize employees to embrace digital change;
3. Seek to find in the heritage and history of the company alignment and passion for innovation and apply
this passion in digital programme;
4. Link the adjacent digital business areas to today’s core business and analyse development paths;
5. Start with enhancing today’s business and gradually extend programme in line with identified
challenges;
6. Establish a save programme environment and foster innovation and learning;
7. Build digital capabilities and skill through partnerships, diverse types of people and trainings;
8. Adapt dynamic strategic plan and organization;
9. Adjust management systems to support fluidity and feedback and establish digital practice.
Summary
Large traditional companies in Europe lack digital versatility. They are required to embrace digital concepts
and grasp opportunities to serve customers in new ways and prevent digital disruptors from capturing market
share. However, for traditional businesses, there is no straightforward path for digital implementation
programmes. Becoming digital is a pervasive, not a technological change. Comprehensive digital change
management that builds digital versatility is required. After all it is people that build algorithms and lead digital
businesses, not machines.
Let me know what you think via email. Should you want to leave your comments you can also use the
comment function. For more information on digital strategy, digital versatility and digital change management
please contact me on anselm@magel.biz.
Best regards,
Anselm C Magel