Our Modern Marketing Manifesto makes the bold declaration that social media are changing business culture with the onus now on marketers to help create businesses that ‘have social in their DNA’.
For many organisations, attitudes within the boardroom towards social are a microcosm for ‘digital’ more broadly. An appetite for embracing social is often indicative of a C-suite understanding that changing consumer behaviour necessitates a focus on digital.
As Econsultancy CEO Ashley Friedlein explains in this post, digital stands for a focus on the customer experience, irrespective of channel, and a move towards a digital culture.
Just about every marketer in every company wants to be more agile and more innovative.
The accelerated rate of change in markets, technology development and associated consumer behaviours is challenging every business to reinvent how they originate, commercialise and scale ideas.
In reaction to the growing demand for insight into how organisations are responding to this challenge, Econsultancy has conducted research into how companies are deploying agile thinking, processes and techniques in the service of continuous innovation and the rapid development of new products and services.
The result, our new Digital Transformation: Agility and Innovation Best Practice Guide, sheds new light on what is perhaps nothing less than a watershed moment.
It looks at how companies are beginning to more broadly adopt agile principles beyond real-time marketing and agile development processes within technology teams, and starting to transform the fundamental way in which they work.
Last week I was lucky enough to attend our Digital Transformation: Innovation and Agility Breakfast Briefing, chewing the fat (and some very tasty sausages) with various digital leaders about the actual business implications of digital transformation.
The conversation threw a fascinating light on the organisational challenges businesses are facing. While familiar concerns about technology were mentioned, the group was far more focussed on the day-to-day reality of implementation, looking at people and processes.
Here I’ve collated some of the major points.