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\"\"By Ram Charan<\/strong><\/em>
\n
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<\/a>, Google<\/a> and Amazon have done. Leadership is no longer a matter of sensing secular, seasonal or cyclical changes and anticipating bends in the road.
\n
\nIs your business fit to compete in the new era? Here is my take on the characteristics of a successful digital enterprise:<\/em>
\n
\n- 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.
\n
\n- 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.
\n
\n- 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.
\n
\n- 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 decision making create ginformation filtersh that distort consumer feedback. They make the enterprise slower and less responsive and therefore vulnerable to digital startups.
\n
\n- 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fs 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.
\n
\n- 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.
\n
\n- 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.
\n
- 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<\/a> and Eric Schmidt<\/a> of Google grew up that way, but others can learn. It is a mandatory skill at the very top.
\n
\nRam Charan will be speaking at ET GBS<\/em>\n\n<\/body>","next_sibling":[{"msid":50766706,"title":"Flipkart to launch an exchange programme for buyers","entity_type":"ARTICLE","link":"\/news\/flipkart-to-launch-an-exchange-programme-for-buyers\/50766706","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":50769258,"entity_type":"ARTICLE","title":"A look at the characteristics of a successful digital enterprise","synopsis":"The top leaders have an ambitious imagination to conceive of serving an exponentially bigger market by becoming a digital enterprise.","titleseo":"telecomnews\/a-look-at-the-characteristics-of-a-successful-digital-enterprise","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2016-01-29 13:05:20","lastupd":"2016-01-29 13:11:43","breadcrumbTags":["Internet","Google","Eric Schmidt","Sergey Brin","Netflix"],"secinfo":{"seolocation":"telecomnews\/a-look-at-the-characteristics-of-a-successful-digital-enterprise"}}" data-authors="[" "]" data-category-name="" data-category_id="" data-date="2016-01-29" data-index="article_1">

一看一个成功的数字企业的特点

最高领导人有一个雄心勃勃的想象力的服务成为数字企业的指数更大的市场。

  • 更新2016年1月29日01:11点坚持
由Ram Charan

毫无疑问,在不久的将来每个成功的公司将数字化。他们将“数学的房子”,它们的核心算法的使用,传感器和复杂的软件。领导人必须在进攻想象如何使用新技术和数学能力,创建一个市场空间,十个甚至一百倍。这就是喜欢的网飞公司,谷歌和亚马逊所做的。领导不再是传感世俗,季节性或周期性变化和预测弯曲在路上。

你的生意适合新时代的竞争?这是我在一个成功的数字企业的特点:

——心态关注“端到端客户体验”渗透到公司。企业中的每个人都努力提供一个体验更方便,更便宜,更快,更少的时间消耗、更愉悦。这可能需要一个批发变化指导和训练,也许更换一些人不能适应。顶级团队,棍子太久老的心态是高危,给定的速度破坏能。

——战略的本质是一个平台,在亚马逊,阿里巴巴,谷歌和通用电气数字,算法在其中心。其软件的设计,数据结构和算法可以在纳秒捕获和定制用户体验。平台是灵活,为公司提供了无数的选项,也许别人在其上进行构建。它可以模块化,可以将人工智能。核心竞争力在设计和操作平台可以解决至今无法解决的问题,创造了非常大的机会,可以转化为客户的利益和利润。

——最高领导人有一个雄心勃勃的想象力的服务成为数字企业的指数更大的市场。他们认识到问题,太大裂缝在过去现在可以解决因为数字化、算法和传感器。无人驾驶汽车的现实,不久前被纯粹的幻想。

——其目的是将每个客户视为一个独立的个体。这只能当工业层次结构的组织不受束缚的之前创建的数字技术的出现和信息透明度。保留这些结构,现在竞争中处于劣势。层决策创建ginformation过滤器h扭曲消费者的反馈。他们使企业较慢和减少响应,因此容易受到数码创业。

——创新和实验持续为企业寻求新产品客户会发现引人注目。产生新思想必须是公司的一部分fs DNA为了跟上消费者行为的变化。算法允许测试与统计思想的有效性以低成本和高速度。

——千禧一代集成到组织,新的组织结构和协调机制取代工业等级层次。该组织是基于项目,少层(最多三个,不管员工的数量)。高级人民必须面对的新一代,寻求实质性的增长有意义的项目,不愿意通过12个组织层向上移动缓慢。

——生态系统是通过数字化改造和管理。它迅速适应外部变化。一些玩家可能要取消和新形成的关系。

——新一代的领导人出现在连接客户体验和数字技能算法平台。数字原生代如亚马逊的杰夫•贝佐斯和谢尔盖•布林和埃里克•施密特谷歌这样长大,但其他人可以学习。这是一个强制性的技能顶端。

Ram Charan将在ET GBS
  • 发表在2016年1月29日下午01:05坚持
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\"\"By Ram Charan<\/strong><\/em>
\n
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<\/a>, Google<\/a> and Amazon have done. Leadership is no longer a matter of sensing secular, seasonal or cyclical changes and anticipating bends in the road.
\n
\nIs your business fit to compete in the new era? Here is my take on the characteristics of a successful digital enterprise:<\/em>
\n
\n- 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.
\n
\n- 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.
\n
\n- 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.
\n
\n- 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 decision making create ginformation filtersh that distort consumer feedback. They make the enterprise slower and less responsive and therefore vulnerable to digital startups.
\n
\n- 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fs 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.
\n
\n- 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.
\n
\n- 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.
\n
- 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<\/a> and Eric Schmidt<\/a> of Google grew up that way, but others can learn. It is a mandatory skill at the very top.
\n
\nRam Charan will be speaking at ET GBS<\/em>\n\n<\/body>","next_sibling":[{"msid":50766706,"title":"Flipkart to launch an exchange programme for buyers","entity_type":"ARTICLE","link":"\/news\/flipkart-to-launch-an-exchange-programme-for-buyers\/50766706","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":50769258,"entity_type":"ARTICLE","title":"A look at the characteristics of a successful digital enterprise","synopsis":"The top leaders have an ambitious imagination to conceive of serving an exponentially bigger market by becoming a digital enterprise.","titleseo":"telecomnews\/a-look-at-the-characteristics-of-a-successful-digital-enterprise","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":false,"artdate":"2016-01-29 13:05:20","lastupd":"2016-01-29 13:11:43","breadcrumbTags":["Internet","Google","Eric Schmidt","Sergey Brin","Netflix"],"secinfo":{"seolocation":"telecomnews\/a-look-at-the-characteristics-of-a-successful-digital-enterprise"}}" data-news_link="//www.iser-br.com/news/a-look-at-the-characteristics-of-a-successful-digital-enterprise/50769258">