Summary: I’ve deliberately chosen the title to be a little *smile provocative. Of course I don’t mean it literally but where’s smoke there’s fire. So this article is about my very personal angle on the role of a CDO…more or less.
Maybe I need to say that McKinsey Quarterly isn’t my only inspirational source. However, I’ve learnt to appreciate their triggers to summarise some of my experience and complement it with their almost academical angle on my little digital world.
Unfortunately we have to make you our Chief Digital Officer
One of my colleagues at Infocentric just recently forwarded me a McKinsey article on “Transformer in chief: The new chief digital officer”. Reading the article I actually reflected a little on my perception of organisations that decided to install a CDO as part of their Digital Transformation strategy.
Let me make a brutal statement: Digital, Social, Transformation, Web… whatever Officer. Whoever decided to invent those titles gave in to two things:
- Our DNA is not able to embrace the digitalising world and we need someone with an (compared to us) attitude and unorthodox behaviour
- Our Shareholders need to believe that we do something about the danger of disruption – we need a change on board level without changing anything
Again, provocative…maybe it’s the core of my article and therefore its real purpose: I want to provoke!
McKinsey put’s the famous quote
If you digitalise a shit process, you end up with a shit digital process
(Thorsten Dirks, CEO Telefonica Germany)
into a different frame: “(…) Many companies are focused on developing a digital strategy when they should instead focus on integrating digital into all aspects of the business, from channels and processes and data to the operating model, incentives, and culture. (…)” (Source: “Transformer in chief: The new chief digital officer”, McKinsey, September 2015).
Digital Transformation means to embrace digital in all its, sometimes even disruptive opportunities. Disruption is nothing but the merciless elimination of something that was pushed into “outdated” by a new eco system anyway. Sometimes it happens to entire business models. Sometimes “only” an IT, communications or customer interaction strategy will be affected by it.
If you need some bearded guy with thick rimmed glasses that wears suit and trainers to tell you that you need to address the new requirements to your business model or strategy, you might have not done your home work…per se. Like in: the people that are in charge have somewhat left touch with the outside world and how things are moving forward. That’s a pretty rough sign in general.
Learn to fail
Looking at my past years in Digital Transformation I can say with confidence that very rarely companies allow themselves to really (really!) learn from mistakes. Try, fail, try again, fail harder and then succeed, however, is something that some companies have used to re-invent entire industries. We know them as the “new economy”. And the old economy is traveling to them from all over the world to learn on how to do things differently.
Now, for doing things differently a lot of paradigms and “measures of success” have to change in the first place. “Doing things right the first time” is something that companies should strive for…when it’s about the core of their business logic. When it comes to change, transformation and evolution, well, you might need a couple of iterations. No matter if you’ve been in charge of process design for 34 years, if you hold three PhDs in science or if you have been a sales over performer in three consecutive years. Sometimes you just don’t know straight away.
The way out: “Leading” a learning culture
I suggest that leaders and top managers start to use the phrase “I don’t know, I need to find someone who does.” more often. Because in an organisation with more than 50 people it’s pretty likely that there is someone who at least knows someone how knows. If you run a multi divisional, multi regional company…well, you do the math.
If leaders allow for bottom up change (not only preaching it, but actually nurturing it) then the phrase “I don’t know” can be magical. Suddenly you get the bits and pieces of your own DNA that could be the starting point of your change if you let it. Sometimes this is called “incubation”…but even that is more of a fig leave in too many cases.
For me “I don’t know” stands hand in hand with one of Franklin Covey’s 7 habits of highly effective people:
Seek First to Understand, Then to Be Understood.
It does not stand for weakness, disinterest or lack of competence. It’s merely the acknowledgement that real organisational power is built from a combination of many perspectives on the same subject. Like with a tribe…
Advisors are a sign that you actually care to learn
Alright, this might sound a little like a sales pitch for my profession. Nevertheless, if I look at people that have told me: “I didn’t know, so I brought someone to our conversation that actually does know”, I immediately developed a lot of respect for them. And I am not talking about external advisors anyway. Imagine if board & strategy meetings would (at least partly) be open for the digital or digitally savvy portion of the company. If the own digital DNA (no matter how small in numbers or young in age) would complement the decades of business and industry experience to take the next leap. Complement, not replace or push out or compete with.
I have seen companies like Swisscom go on stage in a combination of HR leadership, experienced digital transformers and trainees. They showed how they, united as a team, take a stand for the transformation of organisation and business model. It was impressive and motivating at the same time.
I strongly believe that the winners of today’s competition for digital dominance will be the companies that don’t extend the board but transform the board.
You don’t need a CDO. You need a “C-Suite that is infected by and passionate about digital“.