Explore the 11 Chapters
Our world is changing, our industries are changing, and we are changing as well. The rapid-fire technological advancements of today are transforming societies worldwide, disrupting or reinventing many of the ingrained norms and fundamental systems that we have come to know over the past two centuries. The speed of change is locked in acceleration, and our abilities to identify, understand, and act towards change must adapt accordingly — or we risk being left behind.
When digital disruption reaches a traditional industry, the new entrants “digital disruptors” are not aiming to wipe out the traditional players. Digital disruptors are going to knock the value chain down a level. The challenge for these weight-bearing players is not simply existential – rather, it is more about profitability and preserving their preferred place in the value chain.
Based on over two decades of research and professional experience, this book unpacks six strategies for overcoming the digital disruption chasm. The book is designed to take the reader through a journey of stating, understanding, and analyzing the different digital enterprise disrupting elements.
Within the coming decade, at least, the world that you know — or think you know — will not be the same, perhaps even unrecognizable for some. Chapter one digs into a couple of technological megatrends, particularly their striking impact on the ways in which we live today and are projected to in the near future.
When digital disruption targets a specific industry, we begin to observe patterns of disruption. Industries of all types and sizes have had to grapple with major changes and disruptions over these decades of information and communication revolution. In chapter two, we analyze the past to learn from various organizations operating in different industries that have faced digital Disruption. Then we explore how current business models are impacting industry dynamics while anticipating the probable digital disruptions to come, more than eight different industries facing disruption are analyzed. Then we conclude with the main elements of the digital disruption pattern from industry and enterprise perspectives.
In chapter three, the book takes the reader through the automotive industry disruption journey “Once in a century disruption – the automotive industry as a digital disruption case study”.
The book continues through chapter four to explore the software as the primary source of disruption. Although, of the recent introduction of software components compared to other elements, its contribution into days products and solutions is increasing dramatically. Software, communication, and internet connectivity are major building blocks in this era of digital disruption. Additionally, software platforms and technologies are the key contributors to the desired business and revenue models of today.
We will dive into the nature and elements of software, with an aim to compare and/or contrast it with the other heavyweight disciplines. Such contextualization and descriptive insights will guide us toward a deeper understanding of the core differences and needs that a traditional enterprise must consider while being immersed — perhaps by force of circumstance — in the digitalization journey.
Chapter five digs deeper to discuss the difference between digital versus traditional industrial enterprise. We will establish the elements that constitute the output or result of the leaders’ daily actions and decisions, which are ultimately based on their vision for how the work should be completed, be it better or best. To be deemed a digital enterprise, many organizational aspects — including processes, methods, tools, and governance mechanisms — must be addressed and thoroughly explored.
Then chapter six is designed to assess the enterprise’s current readiness by proposing a set of techniques, methods, and tools that will help us in identifying an organization’s digital and innovation capability readiness. We propose such an assessment through the application of three types of deep analysis and audits:
Pre-audit business definition questions, A predefined set of questions are listed. Answering these questions will help to define the business, understand its nature, and guide the audit accordingly.
Then we start our audit exercise by the enterprise’s digital readiness framework. A quick audit for digital readiness is provided. With this set of enterprise aspects, we will be better equipped to understand where traditional organizations stand in comparison to digitally driven ones.
The goal of this step is to examine the fourteen elements that define a digital organization. After a prompt survey, the results will help us in determining the stage of readiness for any given enterprise.
After completing the audits and getting the 360 views for the enterprise digital and innovation capability audit. Chapter seven is designed to explore the basics concepts of enterprise management of technology.
In chapter eight, The Innovative Dinosaur provides all the needed frameworks, tools and concepts to build the innovation organization. The end goal of the enterprise’s activities is to achieve a commercially successful and competitive offering. To do so, we must devise strategies that lead to different internal and external initiatives and programs.
Ideas are the beating heart of products and services; thus, our goal is to achieve superior or, at the very least, competitive products and services that yield a high economic return. The cost of innovation failure directly affects the overall efficiency and impact of the enterprise’s innovation performance. In chapter nine, we cover the core concept behind the ideas funnel is “fail fast, win fast,” which aims to minimize the final innovation failure costs as much as possible.
Chapter ten focuses on establishing the enterprise workforce 3.0. We (re)trace the different models, success stories, and methods for Establishing the Enterprise Workforce 3.0. Mapping out the context for building global development centers and related explorations of concepts, challenges, and best practices.
Then we move to opportunities for remote team management through discussing three models with their various levels of complexity. We begin with the work-from-home policy that is offered by many organizations, and that was heavily utilized during the COVID-19 pandemic, along with explorations of the global distributed team’s management challenges, the full remote workforce mode.
The last chapter focuses on fostering enterprise collaboration power. In chapter eleven, we will unpack the complexities of designing a business and then building a corresponding ecosystem.
Solving the chicken-and-egg problem of creating and attracting a critical mass of partners and customers in a scalable and defendable model while meeting the needs and expectations of each one is a heavy lifting process.
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