Chief Digital Officer Needs Analysis is an executive summary of how CSRA helps organizations assess their need for “going digital” and hiring digital executives. These engagements serve as “requirements analysis” for an enterprise, business or brand.
Improving the Selection Process for Digital Executives
 Astute CEOs and boards of established firms and brands are awakening to an increasingly uncomfortable reality: for many, business results have been flat, and customers are behaving “unpredictably.” Since this is such a prevalent trend, there is emerging consensus that “going digital” is the way to get closer to customers(1) and revitalize business. CEOs or board members get on the phone to their executive recruiter to search for a Chief Digital Officer, a “digital CMO,” or maybe a digital-savvy CIO to lead digital transformation. As we’ll see, in so doing they are too often putting the cart before the horse. They will get better results by assessing their needs for digital expertise first, so I’ll offer a simple yet robust needs assessment process.
Although CSRA’s client work shows accelerating digital […]
 CIO Guide to CDOs and Digital Transformation summarizes a presentation I gave to TechLeaders Association, a Chicago-based CIO group. It will brief you on how digitally empowered B2C and B2B customers are forcing change on enterprises by demanding seamless interactions across digital and analog interfaces, the rise of the Chief Digital Officer and how CIOs can use this disruption to their advantage. Omni-channel will become the new normal in industries in which a leader provides the omni-channel experience and raises the bar. While explaining omni-channel, I asked the room how many had abandoned transactions with ecommerce or mobile sites because they were too difficult to use, and 40% raised their hands. When leaders field their omni-channel experiences, customers will reject laggards en masse. CIOs can use these developments to their advantage, and the CIO Guide to CDOs and Digital Transformation shows how.
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10 Detailed Case Studies + Big Data & Analytics’ New Digital Divide + How to Think Like a Data Scientist Book Review: Numbers Rule Your World/Kaiser Fung
 [UPDATED] Step inside a data scientist’s mind, and learn why probability is the key to profit and how it’s the key to understanding and using big data for better decision making. This fascinating and useful book clearly shows how people misunderstand probability and misuse statistics—and therefore big data—and how the knowledge gap leads to faulty models, thinking and decisions. New winners and losers are emerging in the digital social and big-data age. A new digital divide, people who think like data scientists and use probability to support decision making—and everyone else. The data science group will outperform, and Fung shows how creative, fun and useful data science is.
This book is a perfect twin to Duncan Watts’ Everything Is Obvious* Once You Know the Answer, which exposes how common sense pervades management decisions and failure. I shall refer to several specific connections between […]
Using Social Media and Social Business Together to Evolve Experience reveals differences between “the two socials,” and its startling conclusion is that most businesses will benefit from keeping them separate but related during the next three years.
 [Updated] There’s a much deeper context that makes the two socials vital: many of the assumptions on which business is built are being completely disrupted. For only one example, as Chief Marketer myself, I used to follow the mantra, “We always want to show our brand in the most positive light” (even when we’re lackluster). That impulse is increasingly risky. Take a few minutes and reflect on how profound that change is. Entire marketing and public relations industries are built on it, and it is very risky because people reveal the obfuscation and half-truths that used to work. There is no such thing as a “half” truth.
From a practical standpoint, organizations need to manage their way through the transition to pervasive transparency, pacing their evolution with changing stakeholder expectations. This is where social media and social […]
Digital Transformation’s Personal Issue reveals personal treatment to be the key to breakthrough customer experience, and it shows how digital social spaces enable Chief Digital Officers to use personal treatment to create more profit. Before they arrive, though, they need to lead their organizations through the Personal Issue. 
The Personal Issue refers to a perceived conflict between empowered customers and profit-starved companies. Digital social technologies are enabling customers to “re-personalize” business and society because their online interactions among themselves are personal, which is changing their expectations of all interactions.
However, businesses resist treating customers personally because they fear cost and inefficiency. They don’t understand the digital social economics of treating customers personally online, at scale.
Meanwhile, the missions of chief digital officers (CDOs) and chief customer officers (CCOs) are creating bold new “customer experience” and profits by using digital technologies to transform organizations, brands and businesses. They will fulfill their missions far more quickly and completely by using the key.
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How to Tap the Social Business Double Value Proposition outlines an efficient and rigorous process for using social business for digital transformation in two ways: social business itself can drive reputation, preference and profit, and it’s the fastest way to develop requirements for mobile, ecommerce and big data investments.
![How to Tap the Social Business Double Value Proposition [CDO Guide to Social Business Part2]](http://rollyson.net/wp-content/uploads/2013/06/CDO_socbus_2_main2.png)
The social business double value proposition works because it discovers, engages and validates the organization’s understanding of stakeholder outcomes. Every organization’s crucial stakeholders have outcomes that they hope to attain by interacting with the organization or using its products or services. Developing deep and broad knowledge of stakeholder outcomes enables the organization to serve and quickly deepen their relationships with their stakeholders—by helping them attain their outcomes by collaborating online; moreover, since it opens fast and inexpensive communication and collaboration channels with them, it can create a continuous innovation process and sustainable advantage over rivals.
The Guide to Social Business Part2 shows how to maximize efficiency by using external and internal analyses to create and execute social business strategy, […]
TheSocial Business Enabler of Digital Transformation reveals how social technologies have changed the economics of interacting and collaborating, and it presents four ways that Chief Digital Officers can use social to lower risk and boost returns of digital transformation.
![The Social Business Enabler of Digital Transformation [CDO Guide to Social Business Part1]](http://rollyson.net/wp-content/uploads/2013/06/CDO_socbus_1_main2.png) Social business competency is pivotal to digital transformation because it combines four unusual characteristics. First, it makes interacting and collaborating an order of magnitude faster and less costly than current processes; second, few organizations understand how to use social business to interact with key customers to boost profit, so leaders enjoy rare advantage; third, when compared to ecommerce, mobile and big data & analytics investments, social business shows results quickly and costs less. Lastly, social business reveals what stakeholders really think when organizations aren’t in the room, so it’s effective for due diligence and “requirements analysis” for ecommerce, mobile and big data investments.
As Social Business Enabler of Digital Transformation explains, social business has a two-fold value proposition for Chief Digital Officers: they can use social directly to drive reputation, innovation and […]
The Mobile Competency Center’s mobile transformation roadmap assumes “average” stakeholder (“user”) mobile adoption and enterprise competency, but its premise is that all organizations can use mobile to transform their relationships with stakeholders. This matters because most firms have weak customer relationships, which consist of mass communications, impersonal sales transactions and cost-minimized service processes. Done right, mobile offers visionary Chief Digital Officers a rare chance to increase their relevance to customers—and boost competitiveness.
This roadmap is necessarily a broad guideline because each organization’s optimal path of initiatives and milestones will depend on numerous variables. The sequence and priority of each part of mobile transformation will depend on the mobile adoption of highest priority stakeholders, how the firm wants to connect with them and the firm’s mobile resources and expertise. Knowing these variables will enable the CDO to sequence the roadmap.
Mobile Transformation Roadmap is Part3 of The CDO Guide to Mobile for Digital Transformation.
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 [UPDATED] Social business strategy use cases represent scenarios in which most organizations find themselves, and they reflect some of the choices of which CDOs, CMOs and CEOs may use as they plan to evolve their enterprises in order to either improve returns or simply remain relevant in volatile markets.
Social business strategy is inherently transformational to large organizations whether they are in commercial, nonprofit or government sectors. All organizations are hives of people communicating and collaborating to execute business processes (“work”). Digital social technologies have reduced the cost of communication (and therefore much collaboration and work) by an order of magnitude (roughly ten times). Collaboration and innovation, before digital social technologies, were slow and expensive. Now they are very fast and inexpensive—when organizations learn how to use them. Organizations that learn how are more responsive to their constituents and customers, so the market rewards them—and will increasingly punish those that lag too far.
These use cases focus on building enterprise social business internal capability, and they are also helpful to consider when selecting social business advisors. Please […]
![Transform the Enterprise [Social Business Team Building] case5](http://rollyson.net/wp-content/uploads/2013/04/sbtb5.png) Transform the Enterprise is almost always initiated by the CEO’s office, the CDO, the board of directors or other strategic body. Its defining characteristic is enterprise transformation, using social business as a key enabler. Some of its common business contexts are: the hiring of a (new) CDO (Chief Digital Officer), which is itself a commitment to use social business for transformation; a merger, major acquisition or sale whose focus is to redefine the enterprise; “pervasive social business” that results when several of the enterprise’s brands have had some social business success that the executive team wants to scale; scaling enterprise 2.0 social collaboration technologies; self-disruption to create a new level of competitiveness.
In 2013, digital marketing and firm executives are thinking about building their internal teams to provide more continuity and scale. Transform the Enterprise also focuses on the right side of the Social Business Life Cycle, specifically on Scale and Integrate. At this point, the enterprise usually has a panoply of social business or social media resources that it wants to knit together into a […]
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