digital transformation

Lean Mindset, Digital Makers and Interim Management

We are convinced that digital DNA will determine who survives and who does not in the future. In order to create a digital DNA, complete digitization and thus a so-called digital transformation of existing processes is required.

The term digital transformation refers to the transition of the analog economy and society into the era of digitalization. Digital transformation characterizes the significant active changes in everyday life, the economy and society, such as organizational and economic realities on the one hand and novel products and services on the other. You achieve these changes through the use of digital technologies and techniques and their effects.

In contrast to digital disruption, which describes the sudden and upheaval-like transformation of markets, digital transformation is an ongoing process of change. We know that this naturally requires courage, trust and openness to face this challenge and ultimately, of course, the knowledge of how this change can take place.

To support you as a trusted partner in this important process, we have created the perfect solution for digitization projects: the interim CDO!

Definition CDO

Many new C-X-O roles have emerged at the executive level in recent years, including, for some time now, the CDO – Chief Digital Officer. But what role does this position play and what are the tasks of a CDO? The Chief Digital Officer has the task in a company to develop and implement a digitalization concept. With the planning and control of this digital process, he is considered the key player, so to speak, in the digital transformation of a company. As a CDO, you are the executive with the greatest decision-making authority for digitization and digital processes.

As a CDO, your goal is to complement the more traditional-analog business models with digital components and to design completely new, digital products and services. A CDO therefore holds all the strings around the topic of digitization together. Since the position usually leads to the CDO being given not only complete responsibility but also all the knowledge, there is a great danger for the company here. Since digital competence does not spread like a grassroots movement in the company in this way, but is managed in a separate area, it is difficult for it to spread to the entire company. Thus, your company lacks the necessary tools for a complete and all-encompassing digitization. That is why we have created the perfect solution: the role of “Interim CDO”.

But do we mean by "interim CDO"?

We are convinced that the digitization of a company should not only lie in a single responsible position. Digitalization is also not just a matter for the boss, but affects the entire company. Therefore, your colleagues in other positions in the management level also have to acquire know-how and competences, so that a fixed and long-term introduction of the CDO is unnecessary.

In the projects with our customers and partners we would like to achieve exactly that. By deploying an “interim CDO” – a Chief Digital Officer for a specific and limited transitional period – we transfer so much knowledge to the existing team/company that they can then continue to independently manage the topic of digitalization as the core of the company.

Project implementation according to the C.L.U.B. method

Project
implementation according to the C.L.U.B. method.

C – Customer: In the first step we analyse your customers. For your full strategic orientation we need to understand your customers in all their characteristics. Who is our target group? What kind of buying behaviour do they exhibit? Where do today’s customers come from? Do your current customers match your potential?
L – Lean: Building on the CUSTOMER workshop module, the LEAN phase follows. In the second step, we efficiently (Lean) bring together the customer goals with those of your company. The goal is to create an ACTUAL analysis of the existing business model. From this we develop your strategy together, which is then used as a foundation for the selection of technology.

U – USP: The most elementary part for the further success of the company follows in the USP phase. In this third step, we delineate the maximum and unique (Unique) customer benefits compared to the competitors and have developed a procedure with the lowest possible risk to test these assumptions.
B – Business Value: In the BUSINESS VALUE phase, we match the expected business value with the implementation risk before going into agile implementation and gaining new insights from it to start the cycle again.

BENEFITS

After the implementation of the building blocks Customer, Lean, the central Unique Selling Point as well as the Business Value essential for value maximization. Is a prioritized Product Backlog available with the C.L.U.B. method. This creates a solid starting point to create maximum value with minimum risk in a digital project.

C.L.U.B. focuses on highly prioritizing actionable benefit packages that quickly generate value and feedback. It supports the claim of delivering value quickly. By focusing on the small user stories with high value.