The document discusses the characteristics of a successful digital enterprise. It states that in the future, all companies will need to be digitized and use algorithms, sensors, and software. Leaders need to imagine how to use new technologies to create much larger market opportunities, as companies like Netflix, Google, and Amazon have done. A digital enterprise focuses on delivering the best possible customer experience through convenience, speed, and customization. It uses a flexible platform and algorithms at its core to gain insights from vast amounts of customer data. Such a company treats each customer individually, innovates continuously, and integrates new technologies and ways of working like flatter organizational structures and a focus on meaningful projects. The top leaders must have the skills to link digital

1. DNA of a Digital Enterprise

2. Contd…
Make no mistake that in the near future every successful company will be digitised.
They will be “math houses” that have at their core the use of algorithms, sensors
and sophisticated software. Leaders have to go on the offense by imagining how to
use new technologies and mathematical capabilities to create a market space that
is ten or even a hundred times larger. That’s what the likes of Netflix, Google and
Amazon have done. Leadership is no longer a matter of sensing secular, seasonal or
cyclical changes and anticipating bends in the road.
Is your business fit to compete in the new era? Here is my take on the
characteristics of a successful digital enterprise: A mindset focused on the “end-to-
end customer experience” permeates the company. Everyone in the enterprise
strives to deliver an experience that is more convenient, cheaper, faster, less time
consuming and more pleasurable. This may require a wholesale change in coaching
and training and perhaps the replacement of some people who cannot adapt. A top
team that sticks too long with the old mindset is at high risk, given the speed with
which destruction can come full force.

3. Contd…
The essence of the strategy is a platform, as at Amazon, Alibaba, Google and GE
digital, with algorithms at its center. The design of its software, data structure and
algorithms can capture and customise consumer experience in nanoseconds.
The platform is flexible and provides countless options for the company and
perhaps others to build on it. It can be modular and can incorporate artificial
intelligence. Core competence in designing and operating the platform makes it
possible to solve hitherto unsolvable problems and creates extraordinarily large
opportunities that can be converted into customer benefits and profits.
The top leaders have an ambitious imagination to conceive of serving an
exponentially bigger market by becoming a digital enterprise. They recognise that
problems that were too big to crack in the past can now be solved precisely
because of digitisation, algorithms and sensors. Witness the reality of the driverless
car, which not long ago was mere fantasy .

4. Contd…
The aim is to treat each customer as an individual. This can be achieved only
when the organisation is unshackled from the industrial hierarchical
structures that were created long before the advent of digital technology and
information transparency . These structures have outlived their usefulness
and are now a competitive disadvantage. Layers of de cision making create
“information filters” that distort consumer feedback.
They make the enterprise slower and less responsive and therefore
vulnerable to digital startups.
Innovation and experimentation are continuous as the enterprise seeks new
offerings the customer will find compelling.
Generating new ideas must be part of the company’s DNA in order to keep
pace with changes in consumer behaviour. Algorithms allow the testing of
ideas with statistical validity at low cost and high speed.

5. Contd…
Millennials are integrated into the organisation, and new organisation
structures and coordination mechanisms replace industrial hierarchical
layers. The organisation is project based, and has fewer layers (a maximum
of three, regardless of number of employees). Senior people must come to
grips with the presence of this new generation, who seek substantive growth
on meaningful projects and are unwilling to move up slowly through a dozen
organisational layers.
The ecosystem is reshaped and managed via digitisation. It adapts quickly to
external change. Some players may have to be eliminated and new
relationships formed.
A new breed of leader arises with skills in linking the customer experience
and a digital algorithmic platform. Digital natives such as Jeff Bezos of
Amazon and Sergey Brin and Eric Schmidt of Google grew up that way, but
others can learn. It is a mandatory skill at the very top.

6. For details and bookings contact:-
Parveen Kumar Chadha… THINK TANK
(Founder and C.E.O of Saxbee Consultants & Other-Mother
marketingandcommunicationconsultants.com)
Email :-saxbeeconsultants@gmail.com
Mobile No. +91-9818308353
Address:-First Floor G-20(A), Kirti Nagar, New Delhi India Postal Code-110015