Who Digitally Mentors Your Board?

I see a growing trend in many organisations (both large & small), where an increasing number of staff are becoming digitally savvy and utilising their online knowledge in their daily roles. But who is providing the necessary board-level guidance to a company? Who is equipping your senior team with the skills and advice necessary to drive forward the digital change?

It's not just a case of showing your CEO how to Tweet (her teenage daughter has probably already shown her how to do that) . It's a case of making sure the board and other executives have the capabilities & understanding to be able to seize the power that digital change can deliver.

In my experience & opinion there are four different approaches to providing these skills and experience directly into your C-Suite (A Chief Digital Officer, A Digital Non-Exec, A Change Director or External Consultancy). However each situation is different and in reality your solution to this may be a combination of two or all of them.

Whatever route is chosen, this injection of senior level capability typically has to help the company leaders through a fast-paced delivery of new products, services, processes and technologies.

What to do when the C Suite doesn't engage with Digital

Does your organisation have an executive board that fails to grasp the changing tide of digital transformation? Do the senior people at the top of your organisation still either ignore or just pay lip-service to the need to evolve people and processes into the 21st Century? (Note: It is much harder to get buy-in from a company board who think they are already implementing online technologies and practices, when in reality what they are actually doing is bolting digital onto what they currently do or just "updating our website")

If your C Suite isn't fully engaged with Digital, here's some suggestions to help move things forward and into the 21st Century.

1. Deliver quick wins Nothing impresses like delivering upon a promise you have made. No matter how small the actual task (a microsite that taps into a new market, an online marketing campaign that builds acquisition in a novel way, a website change that your Finance Director has wanted for ages) they all go a long way to showing just how little things can mean a lot. 
2. Have an implementation plan It's one thing to have a 'wishlist', it's another to have a 'roadmap' of when these things will eventually move online and it's a different matter entirely to have a plan of when these different initiatives will be delivered. Even if things change (e.g. other dependent project don't land when they should) you should still keep your digital implementation plan up to date. 
3. Understand how much it costs and what benefits you want to achieve It may be that you need to build a value model for the complete Digital business transformation, or it could be that you just need to build one or more business cases for the roadmap of major improvements you want to deliver. Either way, work out the cost and the return that digital change will bring to your organisation. 
4. Be clear on what you want from your execs Whether you need wider business direction, clarification on key deliverables or feedback on your ideas, get the input of the senior team. After all, they haven't just been put there, they probably earned their position through effort, innovation or understanding of what to do next. You may find that a few clear explanations on what you want and how you plan to improve things may be sufficient to get the buy-in you need.

Chief Digital Officer - why your company needs one

There's a nasty jibe in some senior technology circles that the title CIO stands for "career is over". However I disagree and have my own thoughts on this.

The title and role of Chief Information Officer (CIO) is now getting quite long in the tooth, but more importantly the reliance on the word 'Information' here is the issue. These days, the competitive edge within a lot of companies doesn't come from their use of information (processed data), it comes from the migration of systems, processes and roles to an online way of working. The web has not only taken over our personal lives, it has also taken over (or taking over) our business ones too. Software as a service (Saas), Platform as a service (Paas) and Infrastructure as a service (Iaas) ... plus others, are all cloud-based approaches to online computing and each has its benefits and challenges. Now these are all typical subjects that typically would come under the remit of the CIO.

But when you then factor in the need to provide connected digital marketing services (e.g. an email or CRM system), eCommerce transacting functionality (along with the associated online merchandising and sales optimisation expertise) and the complex communication and customer services requirements that the online world needs, the experience and skills of pure technologist start to look less than comprehensive.

But who is actually hiring Chief Digital Officers right now? Nobody that I'm aware of, but maybe in the future we will see this role come to some prominence.