The Digital Transformer's Dilemma How to Energize Your Core Business While Building Disruptive Products and Services

Bring your company into the digital era without compromising your core business

In The Digital Transformer's Dilemma: How to Energize Your Core Business While Building Disruptive Products and Services, the authors show companies how to go digital while also advancing their core business. The book emphasizes how to strike a difficult balance between establishing a new (digital) business and re-vitalizing – and digitizing – the legacy business.

The core of the book is focused on the actual implementation of the digital transformation across both businesses, providing concrete tips, tricks, tools and action plans across six key dimensions:

• Crafting a flexible organization
• Using technology as a driver
• Designing the necessary processes
• Building transformational leaders
• “Right-skilling” the workforce of the future
• Galvanizing cultural change

The Digital Transformer’s Dilemma is a very visual  book, filled with dozens of engaging illustrations that bring the contained concepts to life on the page.

Based on 100+ interviews with senior executives at leading companies (such as Nestlé, Novartis, Volkswagen, BNP Paribas, BASF and Michelin) and smaller hidden champions, numerous illuminating case studies, and the authors’ own experience from working in international management consulting and years of academic experience, the book highlights the fundamental principles required for executives and businesspeople to transform legacy organizations into digitally empowered companies.

Dr. Karolin Frankenberger (https://ifb.unisg.ch/en/chair/karolin-frankenberger/) is Director of the Institute of Management & Strategy of the University of St. Gallen in Switzerland, where she is also Academic Director of the Executive MBA. Karolin is a sought-after keynote speaker at conferences and frequently speaks at company management meetings. She spent 7 years with the management consultancy McKinsey & Company. Her last book The Business Model Navigator was an international best-seller and was translated into 12 languages.

Hannah Mayer (https://ifb.unisg.ch/en/team/hannah-mayer/) has a visiting fellowship at Harvard Business School in 2020 at the Lab for Innovation, and will subsequently be rejoining McKinsey & Company, in 2020. Her research focuses on digital transformation and ecosystems. Hannah previously spent 2+ years as a Consultant at McKinsey & Company specializing in digital transformation, digital skill building, and digital marketing projects. Before joining McKinsey, Hannah worked at Google as a Digital Strategy Consultant, helping agencies optimize their digital marketing strategies.

Andreas Reiter (https://ifb.unisg.ch/en/team/andreas-reiter/ ) spent 2 years with McKinsey & Company where he focused on large-scale digital transformation projects in the financial services industry, including the set-up of digital attackers for incumbents. He is now finishing doctoral studies at the University of St. Gallen, specializing in digital transformation and platform ecosystems.

Markus Schmidt (http://qsid.de/en/profil.html) Markus Schmidt is a keynote speaker at many industry events and a lecturer at multiple universities. He is the CEO and founder of a consulting boutique dedicated to supporting medium-sized industrial companies through their digital transformation journeys. This role was preceded by long-time experience leading globalization and digital transformation efforts at Valeo and Bosch, most recently as Executive Vice President at Bosch Automotive Electronics.

Introduction: The Digitization of Your Core Business Is Necessary, But the Future of Your Company Lies in Its New, Disruptive Business

Parts 1: Why to Act

Chapter 1: Act or Die, Pretty Soon

Part 2: What to Do

Chapter 2: How to Make Your Strategy, Business Model, and Digital Initiatives Stop Fighting Each Other and Work Together

Part 3: How to Do It

Chapter 3: Organization: How to Develop a Flexible Organization

Chapter 4: Technology: How to Use Technology as a Driver for the Transformation

Chapter 5: Processes: How to Get Stuff Done

Chapter 6: Leadership: What to Look for in Leaders and How to Find Them

Chapter 7: People: What to Look for in Talent and How to Develop the Workforce of the Future

Chapter 8: Culture: How to Galvanize an Organization and Help Your People Pull Together

Part 4: Where to See Results

Chapter 9: Because You’re Not Doing This for Fun But for Results

Conclusion: Reinvent Your Organization by Putting the Pieces Together

Notes

Resources

Acknowledgments

About the Authors

Index

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