Essential Readings: Platform models to become more effective in times of disruptive changes

As I missed out on publishing an “essential reading” post last week and as we are heading towards our final preparations for the Enterprise Digital SUMMIT / Paris I have put together some important links to post that I have been reading and thinking about in the pondering about the “operating model” for the digital enterprise.

  • Brian Solis: The Race Against Digital Darwinism: Six Stages of Digital Transformation – Brian Solis has published a new research working paper last week that is publically at the following link. The research outlines very nicely the recent discussion on how the “customer experience” orientation beccomes the enabler for change within the enterprise.
  • Lee Bryant: Transformation at the speed of Haier – Already published in November last year but popping up to my awareness recently this interpretation of the Haier transformation story by Lee Bryant underlines once more very nicely the importance of a platform orientated operating model for the evolution of the company: “Any firm that can manifest its core business value creation processes in a platform, and allow teams to self-organise on top to innovate around customer needs, is likely to unleash evolutionary dynamics that take them forward faster than any management team could achieve through conventional planning alone.”
  • David Terrar: Of organizational Operating Systems, Frameworks and Flows – In response to our call of a change for the operational model for the digital enterprise David Terrar responded in his blog with the note – that there is “no one model that fits all”. He is pointing out the importance of  a more “organic” capability approach – as we have also pointed out in our interview with Bruno Berthon.
  • Roman Friedrich/Pierre Peladeau: Adapt, disrupt, transform, disappear: The 2015 Chief Digital Officer Study – Another link that is already a little bit “aged” but still relevant. It’s a wrap-up on a PWC research on the role of the “Chief Digital Officer”. For many years the role has been seen now as central force and enabler for the digital transformation. But recently there are signs that the role itself is just a phenomenon of the transition/transformation stage. The research concludes that the CDO role has to have the “capacity to take the cross-functional approach necessary to lead the charge”. At the end the role should make itself obsolete – as Dion Hinchcliffe points out in a recent post.