Digital Strategy – Closing the Gap between Your Current Digital Reality and what is Digitally Possible

The world is becoming more digital and, without question, the way we work, communicate, travel, manage our health and are entertained will continue to change at an ever-increasing pace. As digital technologies continue to advance and become more pervasive, they challenge our thinking on how our organisations could and should operate. The question, therefore, is not whether our organisations should become more digital, but to what extent and at what pace?

For most organisations the gap between what’s digitally possible and their current digital reality is widening. As digital technologies continue to advance they create new digital possibilities which, in turn, increases demand to digitally automate and, increasingly, digitally disrupt the way our organisations operate. This in turn places greater pressure on our ability to turn digital potential into digital reality. Many organisations have started to take action to close these two important gaps, including appointing a Chief Digital Officer, launching digital pilots, acquiring ‘pure-play’ digital organisations and participating in digital technology study tours. While these and other actions will contribute to closing the gaps, the question is whether they will do so at the pace needed.

Closing the ‘digital gaps’ is about taking action to change the trajectory of your organisation to one that is more digital. All organisations are on a trajectory; it’s the path that is taking them from where they are now to a future state. Organisational trajectories are a manifestation of organisational strategies – strategies that have either been intentionally defined or have evolved over time. If you want your organisation to be more digital then you need to ensure that your strategy is sufficient to shift your organisation’s trajectory.

Our experience, and one that we explore in this slideshow, is that executives often underestimate the challenge of shifting the trajectory of their organisation, particularly when it comes to understanding the influence of their existing organisational capabilities. Only by having the necessary digital organisational capabilities in place will your organisation be able to successfully change its trajectory to one that leads to a more digital future.

In this Point of View we explore the important difference between digital automation and digital disruption, and the digital organisational capabilities needed to successfully shift an organisation’s trajectory to one that leads to a digital future.

We hope you will find it interesting and helpful.

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David Trafford
Peter Boggis
Frank Dannenhauer