The document discusses the digital transformation of Stream It Media, a Botswana-based media company. It outlines the current state of digital competencies, identifies gaps, and proposes how competencies can be developed. Specifically: 1) The DX leader's vision includes deploying cloud technology and NDI technology, but there is a gap in understanding blockchain. 2) Processes and products need evolving to deliver high-definition content across devices, and the culture needs maturing to support agility. 3) Competencies will be developed through training, strategic partnerships, mobile applications, dashboards to monitor progress, and optimizing the digital experience.

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TITLE: DIGITAL COMPETENCIES
Leadership in the Digital Age (TecdeMonterreyX LDA03)
SM Dipatane ©2022
PART 1: INTRODUCTION OF THE COMPANY
Stream It Media (Proprietary) Limited is a Botswana-based media solutions and consulting
services company trading in Information and Communications Technology (ICT), and Media and
Entertainment (M&E) Sectors.
The company has been authorised to operate an Internet Protocol Television (IPTV) and Video
on Demand (VOD) business in Botswana. The business operates in a consumer-driven market
which is characterized by convenient and easy access to information. Therefore this means that
Stream It audiences expect access to video content on their terms, on any device, at any time.
PART 2: CURRENT STATE OF DIGITAL COMPETENCIES
(Digital Transformation Leader)
(i) DX Leader’s vision of Technological Waves
As a Managing Director of Stream It Media, and also leading digital transformation (DX) in the
company, I have a clear vision of technological waves that will impact our IPTV & VOD business,
all of which are based on ICT, streaming and networking.
Such technological waves include Cloud technology, which the company is considering its
deployment for digital archiving of media content and live streaming. The other technology is
Network Device Interface (NDI) technology, which is considered for connecting the company’s
remote production workflows.
(ii) DX Leader’s ability to integrate the operation in the short term, but with a long-
term business vision.
The competency to integrate short-term operations, with long-term business vision is one of the
competencies that are essential in driving transformation within Stream It. To this end, the
operations manager of the company, who is also assisting with digital transformation is
responsible for ensuring that the operations of the IPTV and VOD are integrated within the
business vision.

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(iii) Current Processes & Products and how they will be evolved into a new era of
the digital economy.
 Content Creation and Management
Stream It maintains an 80% original content creation and a 20% acquired content model. It is
essential to ensure that both in-house and acquired content is informed by data and analytics.
In terms of how the content will be managed, a Content Management System (CMS) will be
deployed.
 Packaging of Content
Stream It channel branding plays a pivotal role in packaging the content carried in its IPTV
and VOD portal.
 Live Video Streaming
This is the business’ core content delivery/ distribution channel within the IPTV and VOD
digital workflow. Therefore the user experience (UX) across multiple digital platforms and
devices will support it at the same time ensuring a consistent channel brand.
 Customer Management
There is a need for the implementation of a customer management system that will address
support and the automated billing of VOD users and subscribers. The customer management
system deployed should support the content management system that will be implemented
for the IPTV and VOD business.
 Content Monetisation
Apart from the monetisation of content through video on demand, the implementation of
advertising within and around the Stream It content will generate Ad revenue.
 Technology and Operations
Data and analytics are key considerations for transforming the operational processes of
Stream It. Above all, they support the efficient delivery of the IPTV and VOD.
(iv) DX Leader’s ability to evaluate the transformation cost and define how to guide
the organization within the new type of markets, customers and interactions.
To evaluate transformation costs, a resource worth considering is an online calculator which
allows for the estimation of the Pay Back Period of ICT expenditure based on the complexity of
existing business processes and associated costs. According to Life Ray Community, the online
calculator can help organisations to identify and plan the sequence of services that are digitised.
Furthermore, such a sequence can be based on the payback period, cost of implementation,

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timing and complexity of change to the selected business process. More information about the
calculator is available at: https://liferay.dev/blogs/-/blogs/digital-transformation-evaluating-costs.
A sample of an online calculator is available at: https://www.calculator.net/payback-period-
calculator.html
In terms of guiding the business within a new type of markets, customers and interactions, the
DX leader will leverage insights contained in their business plan. To a larger extent, the business
plan is credited for facilitating the approval of the IPTV and VOD by the Botswana
Communications Regulatory Authority (BOCRA). As a strategic document, the business plan is
further used as a road map toward the business’ digital transformation.
(v) Stream It Digital Transformation Strategy
Stream It Digital Transformation Strategy is focused on transforming the company’s products,
services and processes to support the delivery of over-the-top (OTT) and multi-platform television.
As part of the Stream It Digital Transformation Strategy, projects will be managed using Agile
Project Management frameworks and software.
(vi) DX Leader’s Digital Road Map
The DX Leader’s ability to communicate, present and lead others in his digital route, leveraged
his leadership capabilities and pre-existing knowledge of digital transformation. The ability to
evaluate the cost-benefit of different technologies that were to be implemented in the transformed
business model (IPTV & VOD) was guided by what is available in the industry.
Through the use of Cost Benefit Analysis, the DX Leader was able to assess cost savings and
analyse resource utilization. He also ensured that the implementation of the roadmap followed
the Lean Six Sigma methodology. This meant that focus was and will always be placed on
reducing waste by streamlining processes, at the same time ensuring that media content
streamed to audiences is of the highest quality and appeals to their individualized needs.
(vii) Design, integration & analysis and strategic use of data management
The design of the data architecture of our business took into consideration its nature (IPTV and
VOD). Therefore, the first collection point of customer/users’ data happens during the
authenticating sign-in (log-on) process into the IPTV and VOD portal (Front-end). The data is then
stored in the Customer Relationship Management (CRM) system, which is part of the middleware
of the IPTV and VOD workflow.
The analysis of customers/users’ data is made possible by data analytic tools within the IPTV and
VOD platform. Data analysis helps inform operational decision-making and strategic planning by
both Stream It executive management and employees.
The strategic use of data management has its challenges, which include possible unauthorized
access to the data including the IPTV and VOD content (piracy). That’s why Stream It has a laser

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focus on protecting the privacy of customers (Data Privacy) and securing the company data and
digital assets (Data Security).
(viii) DX Leader’s ability to prepare the company for data integration and new
technologies
As part of preparing the company data integration as well as new technologies, the DX Leader
strives to ensure that the data in the CRM is accurate and assessable to relevant employees of
the company. In the long run, this supports the company’s business intelligence and agility.
(ix) DX Leader’s ability to design an organization of the future (Agile Organisation
Design and Culture)
The development of competency to build enterprise agility into the design and culture of our
company has been largely influenced by insights from Mc Kinsley & Company. In one of their
2018 papers titled; Leading agile transformation: The new capabilities leaders need to build 21st
century organization, (Available at: https://www.mckinsey.com), they emphasised that catalyzing
tangible shifts in individual and collective mind-sets and behaviours across senior executives
requires a comprehensive and carefully designed “capability accelerator” seamlessly integrated
into the agile transformation. Mc Kinsley & Company indicated that an agile transformation
simultaneously delivers enhanced growth, profitability, customer satisfaction and employee
engagement.
(x) On-site Digital Interaction with Society
The Stream It website portal and mobile application will be essential for digital engagement
between Stream It and audiences. To further interact and engage the audiences, influencer
marketing, electronic word of mouth (eWOM) and co-creation models will be used. The impact of
the interaction and engagement will be measured using relevant analytical tools.
(xi) Soft Competencies relevant to a DX Leader
The Stream It DX Leader have the following soft competencies that will help him roll out digital
transformation with the company.
 Emotional Intelligence
 Interpersonal relations

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PART 3: DESIRED STATE FOR THE DIGITAL COMPETENCIES
DIGITAL COMPETENCY DESIRED STATE FOR THE COMPETENCY
DX Leader’s vision of Technological
Waves
 To have access to up-to-date insights on
relevant technological waves and be able to
use the insight to make strategic decisions.
DX Leaders’ ability to integrate the
operation in the short term, but with a
long-term business vision.
 A mature digital culture and a suitable
organisational structure that supports digital
agility.
Current Processes & Products and
how they will be evolved into a new era
of the digital economy.
 To be able to create and deliver high-
definition content across multiple devices.
DX Leader’s ability to evaluate the
transformation cost and define how to
guide the organization within the new
type of markets, customers and
interactions.
 To be in a position to achieve a return on
investment (ROI) resulting from investing in
digital transformation.
Stream It Digital Transformation
Strategy
 To continually monitor the implementation of
the strategy and take corrective action
necessary.
DX Leader’s Digital Road Map  To ensure there is a full understanding of the
digital road map amongst all staff members.
 To ensure that there is synergy and
alignment among digital transformation
implementation teams.
Design, Integration and Strategic Use
of Data Management
 To ensure proper use of data.

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 To be able to implement robust data
governance structures, which will ensure
privacy and security.
The DX leader’s ability to prepare the
company for data integration and new
technologies.
 To be in a better position to prepare the
company for data integration and new
technologies.
DX Leader’s ability to design an
organization of the future (Agile
Organisation Design and Culture)
To be able to design an agile organization and
culture, that is characterized by
 Building a cadre of enterprise agility coaches
supported by a leadership transformation
team.
 Developing agility in leadership by getting
the top team engaged in developing their
capabilities.
 Creating an immersive leadership
experience and rolling it out to all senior
leaders.
 Linking leadership learning to existing
initiatives and new experiments.
 Rolling out leadership capacity building at an
agile tempo. For example, a key practice is
to leverage the agile approach of operating
in quarterly cycles: in every quarter the
leadership experiences, experiments and
culture shifts over the past 90 days are
reviewed.
The desired state for the competencies takes a cue
from Leading agile transformation: The new
capabilities leaders need to build 21st
century
organization (2018 Mc Kinsley & Co).
On-site Digital Interaction with Society  To always be in a better position to
understand evolving consumer digital
behaviours.
 To be able to retain viewers and
subscribers.

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Soft Competencies  Change Management
 Conflict Resolution
PART 4: EXISTING GAP IN THE DIGITAL COMPETENCIES
DIGITAL COMPETENCY EXISTING GAP IN THE COMPETENCY
DX Leader’s vision of Technological Waves
There is an existing gap in fully
understanding Blockchain technology. The
potential of blockchain in areas of media and
entertainment was unpacked in a webinar
hosted by Bright Talk in May 2022. The
webinar outlined that it can improve the
distribution of content and royalties.
DX Leaders’ ability to integrate the operation
in the short term, but with a long-term
business vision.
The company’s premature digital culture and
organisational structure currently do not
support digital agility.
Current Processes & Products and how they
will be evolved into a new era of the digital
economy.
Lack of a mobile application that can deliver
high-definition content across multiple
devices.
DX Leader’s ability to evaluate the
transformation cost and define how to guide
the organization within the new type of
markets, customers and interactions.
Lack of proper tools that evaluate digital
transformation-related costs.
Stream It Digital Transformation Strategy
Ensuring that operational processes are agile
enough to support the delivery of over-the-top
(OTT) and multi-platform television.
DX Leader’s Digital Road Map
The ability to evaluate the impact of digital
transformation uptake.
Design, Integration and Strategic Use of Data
Management
 Limited access to market, economic
and competitive data.

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 The DX leader needs to have an
understanding of Policies governing
data use.
The DX leader’s ability to prepare the
company for data integration and new
technologies.
Fragmented data from the Stream It IPTV
and VOD platform and Social Media
platforms.
DX Leader’s ability to design an organization
of the future (Agile Organisation Design and
Culture)
Creating an immersive leadership experience
and rolling it out to all senior leaders.
On-site Digital Interaction with Society
To always be in a better position to
understand evolving consumer digital
behaviours.
Soft Competencies  Change Management
 Conflict Resolution
PART 5: HOW TO DEVELOP THE COMPETENCIES
DIGITAL COMPETENCY HOW THE COMPETENCY WILL BE
DEVELOPED
DX Leader’s vision of Technological Waves
 To stay abreast of technological
developments and waves by
attending webinars and following
relevant blogs.
 Forging strategic partnerships with
technology experts that may guide
and train Stream It technical teams.
DX Leaders’ ability to integrate the operation
in the short term, but with a long-term
business vision.
 To design the organisational structure
such that it supports digital agility.
 To ensure that all business
departments are aligned and in a
position to pursue goals that support

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both the short-term and long-term
business vision.
Current Processes & Products and how they
will be evolved into a new era of the digital
economy.
Deployment of a mobile application that will
deliver high-definition content across multiple
devices.
DX Leader’s ability to evaluate the
transformation cost and define how to guide
the organization within the new type of
markets, customers and interactions.
To implement the use of an online calculator
which allows for the estimation of the Pay
Back Period of ICT expenditure.
Stream It Digital Transformation Strategy
Enterprise agility will be facilitated by
establishing various digital transformation
implementation teams, that will drive the
company’s DX strategy. Various DX projects
will be assigned to the teams for
implementation.
DX Leader’s Digital Road Map
To implement the use of dashboards, which
will track and monitor progress on DX
implementation.
Design, Integration and Strategic Use of Data
Management
 Register/subscribe to market journals
that will provide access to market,
economic and competitive data.
 Training on data management policies
and regulations such as General Data
Protection Regulation (GDPR).
.
The DX leader’s ability to prepare the
company for data integration and new
technologies.
 To integrate data using Application
Programming Interfaces (APIs).
DX Leader’s ability to design an organization
of the future (Agile Organisation Design and
Culture)
Engaging Stream It senior leaders at the
individual level regarding their contribution
towards the establishment of a digital and
agile culture within the company. Relevant
training will be identified and provided where
necessary.
On-site Digital Interaction with Society
 To study evolving consumer digital
behaviours by attending webinars and
following relevant blogs.

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 To curate and stream compelling
content.
 To optimize user experience across
all the digital channels.
Soft Competencies To undertake short courses related to both
Change Management and Conflict Resolution.