The document discusses how boards can get ready for digital transformation. It suggests that boards increase their digital and innovation maturity through business experiments, startup methods, and scaling innovation. It recommends that boards involve members and sub-committees, as well as appoint chief digital officers, to better align actions. Additionally, boards can increase their digital competence through corporate venturing, acquisitions, innovation centers, startup collaborations, open innovation, and engaging top leadership. Site visits and partnerships can also provide strategic insights.
We could see that the companies that successed in the digital world, manages to balance the digital business capability with the leadership capability.
Most of us are still mobilisers 65%, exprimenters fighting to stay afloat, visionaries in somehwat slower paced industries, for now, digital leaderr are high tech themselves.
We also aligned it with reserach by MIT of 400 companies in 30 countries and found that Mobilisers R -4% P – 24 Val -7 , whilst Dig Leaders R +9 % P +25 Val +12
On Digital capability
Most co engaged in building up fucntional areas with digital 65% used it for mktg, 50% selling, 40% underst customers, less f delivery
50% percieved they were less digital than their customers, 65% hindered by current IT, 30% increased global reach, 40% launched new business models, 25% sacrificed current revenue
On Digital Leadership capability
20% of boardmembers, digital, 30% agreed on new transformative vision, 30% doing enough digital experiments, 40% CEO lead Key dig, 50% started to listen on social media
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Research by MIT 500 senior exec in 400 companies in 30 countries, reconfrmed it in several of our studies.
Tention that goes is between growth of new value vs control of current portfolio..
65% beginners, 15, 15, 5 % leaders
Experimenters R +6 % P - 11 Val -12
Visionaries R -10% P + 9 Val +7
Mobilisers R -4% P – 24 Val -7
Dig Leaders R +9 % P +25 Val +12
Growth vs control
Creation of new value f customers and sharholders, new offerings, business models, differnet from current
Control – driving for predicatability & productivity, finetuning, control of existing portfolio