Digital Flow


In a world that keeps changing at an ever more rapid pace and offers exponentially expanding technological and economic opportunities, it is essential to keep moving and not stand still.
Digital Flow is the new normal as of 2019.


Digital Flow


In a world that keeps changing at an ever more rapid pace and offers exponentially expanding technological and economic opportunities, it is essential to keep moving and not stand still.
Digital Flow is the new normal as of 2019.

Digital Flow, beyond digital transformation


Digital Flow, beyond digital transformation

To us, Digital Flow is the successor to the Digital Transformation, which is currently still a hot topic. This context leads some organizations to keep launching unrelated digital projects, one after another, while others become paralyzed by uncertainty and do far too little. When asked whether they are achieving the desired results, the answer is often “unclear” or even “not really”.

Why? All too frequently, digital projects are seen as stand-alone projects, on a separate track, running parallel to the day-to-day ‘business as usual’ activities. It's perfectly fine for an organization to operate at varying speeds, as long as those tracks join up again on a regular basis – and for all members of the organization, not just a select group. The digital component is too often relegated to a side track, rendering it incapable of producing the desired results. In recent years,

Digital Transformation has become both a buzzword and a catch-all term, and all companies claim to be working on it; however, we've noticed a wide divergence with regard to both internal and external appreciation and the degree of success. At Realdolmen, we no longer use the term digital transformation, which implies a beginning and an end. Instead, we prefer a continuous digital flow, a never-ending story, with no starting point or conclusion, connecting today to tomorrow.

For Realdolmen and our customers, Digital Flow is the new normal as of 2019.

 

 

 

 

Digital Leadership

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As embedding change is becoming more and more a matter of culture and changing the people, the driving force behind digital change has shifted away from the CIO and CDO. According to an MIT Sloan Management Review study, more digitally mature organizations clearly indicate that the CEO is in the lead (41%, up from 22%) versus the CIO (now just 16%, down from 23%).

Digital Attitude

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Many organizations have had their digital change initiatives fail due to insufficient human capability to carry them out or an inadequately enabling environment. Currently, lack of appropriately skilled personnel ranks in the top five obstacles to digital transformation and is reported by 39% of orgs. Equally important, and also ironically, given the focus on digital transformation by the leadership these days, the majority of employees most of the time do not know what their organization’s plans are. One respected study found that transformation was 5.8 times more likely to be successful when the CEO communicated a “compelling, high-level change story”.

Digital Execution

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Organizations struggle to integrate their fragmented digital initiatives. The high failure rates of large technology and business initiatives remains as true today as ever (about 70% of all change efforts, not just digital.) Yet data shows that as many as 85% of all enterprise decision makers believe they have about two years to better integrate their initiatives. Coordinated efforts across the organization to deliver on consistency, shared planning, economies of scale, and a common data model are key to moving faster and producing better results.

 

Digital Flow Masterclass

The fastest way to get change to happen is to work with those most interested and motivated in doing so. To better succeed, digital leaders should share their lessons learned and take lessons from others. Learn more about our Digital Flow Masterclass,
where we connect both today and tomorrow.

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