For decades companies have closely watched their direct competition to anticipate the development of their new products. Imagine your biggest competitor coming up with something revolutionary that you haven’t even researched yet, a nightmare!

Times have changed though. If we look at the past 10 years, almost every disruptive idea in every sector came from outside the industry, usually from the technology sector. The most iconic example of this is the moment when Steve Jobs announced the first iPhone in front of an audience containing dozens of executives from Nokia, Motorola and BlackBerry. They couldn’t believe their eyes. Read More

Over the past 2 decades, libraries have become associated with an outdated product in paper books. Most people have stopped visiting them as the Internet fulfills all of their needs far better than any library could. Or does it?

There is one aspect, embedded in the roots of the library, for which there is huge demand in the physical world nowadays. The Hunt Library shows a true understanding of how people can thrive in a place that is built on digital.

Here is how it is redefining the library for the digital age and setting the example for countless others:
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McDonald’s is among the best known brands in the world, but over the past years it has been facing new challenges, such as the heavy pressure to be more transparent about its food and processes.

Meanwhile some of the competition has been heavily investing in digital, while McDonald’s mostly remained at the sideline and allowed others like Starbucks and Subway to take the lead. Recently however, it has been working hard on its Digital Transformation. McDonald’s wants to re-invent the customer experience for the digital age, here is how they are doing so far:
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We talk a lot about disruption and the need for companies to transform for the digital age. We help them to create a long-term vision and a short-term actionable plan to achieve this.
Most companies have plenty of ideas to transform, but executing them is a different story, which requires people who take the lead in a permanent cycle of transformation. We researched companies that are leading by example in the Digital Transformation space and came up with an impressive list of Chief Digital Officers. Read More

2 weeks ago we wrote about who should lead your Digital Transformation. No matter how amazing this person might be, he or she cannot do this transformation alone. Buy-in from the top and the board of directors is necessary, but it won’t be enough either. To book real results, you will need a Digital Leadership team.

In our workshops this is often formed by (part of) the group of attendants, but since most of you haven’t done Digital Transformation workshops, we’ll explain how we see this team below to help you form yours.

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A while ago we wrote about the range of consequences that could be introduced by Google getting their self-driving cars rolling. The implementation of this new technology would change (or even destroy) a serious amount of jobs and industries. Taxi drivers, car repairers, media enterprises and advertising businesses are only a few of the victims of this digital disruption. What about the insurers?

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Harvard business reviewLast month, Harvard Business Review published an article on why we need better managers to deal with Digital Transformation. In their post they mentioned several of the aspects that the digital leadership in your company needs to excel at:

Creating a transformative vision of how your firm will be different in the digital world.
Engaging employees in making the vision a reality.
– Channeling an organization’s energy through digital governance.
Breaking down silos at the leadership level to drive digital transformation together.

We agree with many of the things that are mentioned, but the question is: how do you find this digital leadership?

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The (mental) age of your company is one of the first things you will be confronted with when you deal with digital transformation. The bigger the company you work for, the higher the chance that it is an “old” company, with a leadership structure that is much older than the average of the market.

This is a first indication of how large the distance might be between how your company thinks and how your market thinks. As the image below shows, we are often confronted with a situation in which the average age of all the people in your company is substantially higher than the average age of your market. Read More

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