The purpose of the book “Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight” is to envision the future of the business, articulate the very characteristics of digital organizations; reimagine the interdisciplinary and hyperconnected digital ecosystem; fine-tune processes and structures of the digital business; develop the best and next practices to charter the digital paradigm shift seamlessly; leverage information & technology as the linchpin of the digitalization; take a holistic approach to measure digitalization effort; avoid pitfalls and barriers on the way; and make a leap from doing digital to being digital effortlessly.
Chapter 1 The characteristics of digital organizations: Digitalization implies the full-scale changes in the way the business is conducted so that simply adopting a new digital technology may not be sufficient. You have to transform the company's underlying functions, processes, cultures, and the organization as a whole with adjusted digital speed. Otherwise, the company will begin a decline from its previous good performance. More specifically, what are the characteristics of digital organizations, and can you make an objective self-assessment of whether your organization is a digital master or a laggard?
Chapter 2 The interdisciplinary aspects of orchestrating a digital business ecosystem: The digital business ecosystem is dynamic, nonlinear, and complex. Hence, digital management discipline also needs to be nonlinear and transdisciplinary to deal with the "VUCA" characteristics of the Digital Era. Overall speaking, trans or interdisciplinary approach can be applied to management with integrated multi-disciplinary methodology; it enables digital leaders to frame bigger thinking boxes, and approach problems via the multifaceted lens, technically, scientifically and culturally.
Chapter 3 Fine-tune organization structures to get digital ready: Due to the “VUCA” nature of digitalization, the business complexity is unavoidable and change is inevitable. Organizations that are skilled at managing complexity can gain advantages by pushing the boundaries of a more complicated business mix that provides opportunities to create inter-business value. Tuning the organizational design and structure to achieve the high level of autonomy is the symbol of the digital maturity. The democratic processes will overtake hierarchical control, and that culture will become a more fundamental organizational asset.
Chapter 4 The next practices to orchestrate digital paradigm shift seamlessly: A digital paradigm is an emerging digital ecosystem of principles, policies, and practices that sets limits or boundaries; also offers the guidance for problem-solving or creating something new under the digital rules, keeps information flow and achieves a state of dynamic balance. The digital paradigm has many dimensions, it’s important to develop the best and next practices to expand systematically and charter the digital paradigm shift seamlessly.
Chapter 5 IT maturity is proportional to the overall business maturity: IT has become strategically important. It is imperative for IT and business leaders to work effectively and efficiently together to ensure that they are leveraging IT across their companies to attain enterprise-wide digital maturity; not just using IT as a digital extension, but running IT as a digital engine. IT maturity is proportional to the overall business maturity.
Chapter 6 Taking a holistic approach to measure digital transformation: The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. Digital transformation is not a one-time project or a stand-alone initiative; it is a continuous journey to adapt to the digital new normal of the business world. Metrics are part of transparent visual management allowing pulling.
Chapter 7 The pitfalls in digital management: Change is inevitable, and the speed of change is increasing. How capable the business is handling change and mastering digitalization would directly impact on the business competency. In fact, there is a high failure rate of Change Management statistically, and more than two-thirds of business change effort fails to achieve its expectations. Thus, it is important to identify the big barriers and potential pitfalls which stifle changes and impede your progress in reaching the high level of digital maturity.
Chapter 8 From “Doing Digital” to “Being Digital”: Organizational digitalization is not just about leveraging the latest technology gadgets or applying the fancy tools. At the high maturity level, organizations have to stretch out in every business dimension for driving the full-fledged digital transformation. There are a couple of evolutional ecosystems stages businesses have to experience in order to ride above the learning curve and move up the business maturity from “Doing Digital,” to “Being Digital.”
With the increasing pace of change and unprecedented uncertainty, enterprises of the future are increasingly exhibiting “VUCA” characteristics in various shades, intensity, and extensiveness. Companies have to stretch out in every business dimension for driving the full-fledged digital transformation, in order to adapt to the new business dynamic.