How brands can achieve lasting digital transformation

How brands can achieve lasting digital transformation
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Imperial College Business School has recently opened the doors to the Centre for Digital Transformation. This will exist as a nexus for studying how the digital revolution influences organisations of all types, bringing together academia and industry, including researchers from across Imperial.

The Centre responds to a need for a deeper understanding of the transformative potential of digital technologies. McKinsey reports the pandemic has accelerated the pace of digital transformation by seven years, with many heeding the World Economic Forum’s simple proposition: “Go digital or go bust.”

The potential value of digital transformation is huge. It has been estimated that, by 2030, $13 trillion could be added to global GDP through digitalisation, automation and artificial intelligence.

These can be intimidating words for pre-digital organisations. They should not be: the ground floor of digital transformation is accessible. Things as simple as a customer-facing website, an active social media presence or digitalising business processes can all be built into a digital strategy that contributes to basic organisational needs.

How the last few years of the global pandemic only accelerated a transformation that was necessary” — Christopher Tucci, Professor of Digital Strategy and Innovation; Director, Centre for Digital Transformation, Imperial College Business School

From there, businesses could investigate more advanced solutions, such as digital supply-chain management and CRM systems, opening the door to automation and predictive capabilities. You might say these first steps are the “table stakes”, the minimum a business must be able to show to stay in the game.

Those further along face a slightly more complex challenge: this is to convince all stakeholders of the value of investment in future-facing digital technologies. These may involve building new competencies or knowledge structures. The challenge is to build consensus around technologies whose monetary and non-monetary value may be unproven or contrary to current practices.

The case to be made is that digital transformation puts an organisation in a proactive position. This keeps them ahead, rather than scrambling to keep up with industry or market changes.

Best practice would suggest dedicating something like 10 per cent of R&D spending to business horizons five or more years out. This may be difficult for many businesses at present, but they can look at this investment as insurance against future shocks.

Some of the biggest business names in the world are those that were more proactive in the past. Amazon, for example, has pursued a continual process of digital transformation: remember “anticipatory shipping” back in 2014? While this isn’t yet viable, it demonstrates the level of foresight we’re talking about. That technology is patented; no one will steal a march on Amazon.

Then there’s Netflix. Netflix was criticised heavily, and their stock actually dropped, when they announced they were moving into streaming. Today, the company accounts for 12.6 per cent of all downstream internet traffic. Compare that to its now very defunct rival, Blockbuster.

Don’t throw the baby out with the bathwater, however. Businesses need a balance between digital and legacy skills. We can look to GE’s early digital efforts as a cautionary example. The creation of a separate digital department resulted in duplication and organisational siloes. The wasted efforts and resultant reorganisation are estimated to have cost hundreds of millions of dollars.

These high stakes are exactly why the Centre for Digital Transformation was founded. Alongside the world-leading research being carried out, digital transformation is baked into teaching at all levels, including an online executive course in game-changing digital technologies and how to incorporate them into your organisation.

The Centre also offers an introduction to corporate innovation in the pre-experience MSc Innovation, Entrepreneurship & Management. Participants look at how to anticipate new technologies, markets, and business models, trying to think how these might affect their own organisation’s capabilities and competitiveness. In short, Imperial trains students to disrupt, rather than be disrupted.

In 2021, Imperial College Business School also offered a new MBA module on Deep Tech Acceleration, which investigated new technology commercialisation. This is about working with new foundational technologies from the School’s parent university, Imperial College London, that are five to 10 years from the market. Even the creators of the technology may not yet appreciate its range of applications.

These educational modules are focused on trying to anticipate what could happen next, and developing new technologies, products/services, and business models to succeed in the future. In that way, digital transformation isn’t all that different from how innovation has always been done. Which perhaps explains why it’s so important.

While others speculate on the future, our diverse minds at Imperial College Business School are designing and building it. For more insight from the world’s top academics and industry experts, visit many-minds.imperial.ac.uk/the-edge-malaysia