Strategies for Digital
Digital transformation takes many different strategic forms within a city, business, initiative, or project. Over my past 25 years in this field, I have been lucky enough to work with and empower some of the most ambitious government departments, businesses, and people to reach their future aspirations in whatever digital capacity they need.
This page provides some insight to the different types of strategies I’ve created and assisted in executing.
CORPORATE STRATEGY
Deciding on the market to enter and how the corporate model will support the business to deliver to that market.
The contribution of digital to corporate strategy is as the enabler. Whether it is growth-based, stability, or a turn-around strategy, digitals role is to support, enhance, and enable the business to succeed. The most satisfying portion is when you have the balance right and strategy isn’t too vague or too restricting. It helps enhance the culture and creates an environment where everyone thrives together.
Below are performance highlights where digital has added significant value by being embedded into corporate strategy.
Alliances
40+
*Alliances and partnerships with supply chain, scale-ups etc.
Mergers
2 x
*Multi-national assistance with digital alignments and integration
Innovation
$60m+
*R&D programs for supply chain, education & research programs
International
50+
*Expnding digital services overseas and developing those skills (50+people) to be commercially viable
Diversification
100+
*Dual diversifications creating 100+ new revenue streams
BUSINESS STRATEGY
Deciding on how to compete within market based on the market segment, skills, suppliers etc.
The corporate strategy has set the scene for the market and the business strategy is the competitive market strategy. Whether that is cost-based, differentiation, or focus strategies digital is still the enabler but it is spanning across more stakeholders. The exciting part to get right is how digital can be a supporter and an absolute differentiator. It’s a balance between automation that creates an alienated experience or automation that creates a happier more creative and engaged experience.
Below are performance highlights where digital has added significant value being embedded into business strategy.
Pricing Strategy
10+
*Assisting in the establishment of new pricing models
Differentiation
30+
*Market sector expansion using digital services
Prooductivity
30%
*Facilitating and managing teams to develop enhanced workflows
Focus / Niche
5
*Coordinator of technichal teams used to support and differentiate focus market sectors
Fixed Cost
5%
Reduction
*Through technology rationalisation/s
FUNCTIONAL STRATEGY
Deciding on the operating environment and business support required to enable the corporate and business strategies.
The functional strategies are to help smooth the operational friction and aid in achieving the corporate and business strategies. Digital is used to support the functional areas such as people and culture, marketing, finance, and operations, which includes IT, QA, legal etc. The balance for digital is to reduce the distractions from operational staff through initiatives such as automation, but to balance that, by keeping people aware and accountable of their responsibilities.
Below are performance highlights where digital has added significant value being embedded into functional strategy.
Marketing
Brand
*Assistance in market differentation and branding specifically for digital
Finance
Models
*Assistance in understanding new chargeout models and recognising digital assets book value
Legal
PI&IP
*Assistance in the refinement of PI insurance and IP asset division
Technology
Alignment
*Assistance in working through the impacts of digital to IT infrastructure and end points
People & Culture
Digital Literacy
*Assistance digital literacy training and the alignment of new skills to roles and PDs
OPERATIONAL STRATEGY
Deciding on the business unit or service line strategies that deliver on the corporate or business strategies
The operational strategies take the functional strategies further and look at how to deliver positive product or service outcomes. Digital supports this level as workflows, processes and new services are carefully designed and refined with the business unit or service line. The key is to ensure that digital keeps the alignment of the operating strategy with the corporate and business strategy. The reason for this, is the initiative that helps the operations could add further burden to the business strategy such cost-based etc.
Below are performance highlights where digital has added significant value being embedded into operation strategy.
Performance
Insights
*Calibrating business insights to deliver relevant dashbaords for each leadership level
Quality
Assurance
*Refining verification and validation processes with digital to reduce risks.
Risk Mitigation
Standards
*Calibrating applications in alignment with market standards such as ISO, Standards Australia etc.
Technology
Selection
*Alignment and development of non-disclosure agreements and trusted partnerships to understand roadmaps
Technology
Experiences
*Acquistion and development of technology solutions to differentiate experiences