I was recently interviewed by RMIT University on their “Talking Business” podcast. Check it out here: Talking Business with Leon & Gary
Businesses late to digital are struggling with retention strategies. The root of the problem arises from legacy staff rotation programs, as a result we’ve observed direct impact on digital performance and team dynamics. So this makes fixing this problem the number one priority for senior executives and HR practitioners across APAC. Continue reading “The staff retention challenge in the digital age”
The ongoing challenge of gender inequality continues to be alarmingly high. Many trends show females are not being offered opportunities or not holding senior roles despite their track record and abilities. E.g. 19% of the technology workforce in Australia is made up of females and only small portions of these are senior roles. (afr.com2015). Moreover, Google reportedly investing over $150M into diversity programs, so this demonstrates it’s a global issue, especially within technology sectors. Ironically and anecdotally, most of us perceive the tech sector to be forward thinking. Continue reading “Unconscious Bias – a costly hand break for modern day businesses.”
By Marcelo Silva, Founder & CEO at DTS
The customer is now in total control of the way organisations do business and ‘digital’ has been thrust to the heart of a customer-first strategy. Businesses of all shapes and sizes are focused on ‘being digital’. As a result, regardless of an organisation’s size, every business is undergoing some form of disruption and thus digital transformation. IDC predicts digital transformation initiatives will more than double by 2020, from today’s 22% to almost 50% of organisations. Continue reading “Three reasons why digital transformation projects fail (and what you can do about it)”
The general view is that the product and service experience makes or breaks the brand. Consumers now have more choice than ever, tools to voice their approval or disapproval and historical competitive boundaries or geographies no longer exist with hyper competition now regarded as one of the biggest challenges. This post discusses the approaches adapted by contemporary and legacy brands when tackling product development and service.
Continuous improvement is a term entrenched in the technology and digital lexicon! The majority of progressive organisations (Facebook, PayPal, Google, Spotify) are comfortable with launching Minimum Viable Products (MVPs) with the intention of optimizing the consumer experience in real time, as users interact with their products and services – continuous improvement if you like. Access to real time analytics and implementing “agile” enables these companies to effectively optimize; hence we’ve seen the emergence of data and collaborative team structures. Getting this mix right establishes a clear competitive advantage. Continue reading “Is product optimisation the key to Digital Transformation success?”
L’Oreal prospering in the “experience economy”
I often get asked which traditional company is doing digital transformation well? L’Oreal and Starbucks are the immediate organisations that come to mind. Both these powerhouse brands have been able to effectively embrace digital opportunities and make it work, integrating with the rest of their business with the common theme of strong leadership and a solid culture at the heart of their success. These respective brand leaders have transformed their traditional transactional models to align more with contemporary “experience exchanges” – synchronising both offline and online assets really well.
For the purpose of this post lets focus on L’Oreal. Continue reading “Who is doing digital transformation well?”
PART 2 of DTS Research Series
Over the past 10 years businesses have fallen into the trap of leading with technology solutions when investing in digital transformation. Their haste has contributed to the fact that 70% of digital transformation projects fail or end up on the scrap heap.
The DTS Digital Experts research highlights just how crucial getting People & Culture right before you consider technology & platforms. Whether your just starting your transformation journey or you’re well on you way People & Culture is a strategic imperative and must receive the focus and investment it deserves.
Strong leadership and Digital Advocacy by Senior Executives was considered the strongest drive for People, Culture and Structure – and it was also the strongest of all the drivers we tested. “Digital Competency and Expertise” within senior management and broader roles, as well as, “Coaching & Development” in relation to digital technologies and business processes, was also ranked highly.
For a complete summary of the bespoke research contact email@example.com