DIGITAL REBIRTH

Are you having a tough time digitalizing your business, or integrating your existing business with digital ventures? You are not alone – reports show that 90% of digitalization projects fail to meet expectations and only deliver incremental improvements (Vanson Bourne Research, 2017).

What’s happening? The usual answer is that “rapid technological innovations are confusing” and “digitalization roadmaps are poorly designed or implemented”. That is wrong. The real, deeper reason is that executive mindsets are often rooted in traditional business model and industry frameworks, which simply do not work any longer in the digital era of the Internet-of-Things, Cloud Computing, and Artificial Intelligence (AI). Consider the various ‘digital transformation’ and ‘business model digitalization’ services that many consulting companies offer – most are a waste of time and money because they view digitalization mainly as an efficiency or agility enabler.

Something more fundamental is happening, as the following statements indicate:

• “Traditional industries are rapidly morphing, as digital connectivity transcends industry boundaries”.
• “Digitalization is making business models and value chain optimization obsolete, even dangerous”.
• “Recurring subscription-revenue models are replacing the product-sales revenue models”.
• “Business purpose now replaces business mission and vision, as focal glue in business ecosystems”.
• “Leaders need to orchestrate in digital networks, while losing strict command-and-control”, due to the rapidly changing nature of resource ownership and talent mobility.
• “Economies-of-scale is being replaced by ‘upscaling’ of economies-of-customization”.

What businesses really need is Digital Rebirth, not digital transformation. The difference of Digital Rebirth to digital transformation is that businesses are (re)designed from a ‘clean sheet’, not from existing business model canvas templates or digital ‘add-ons’.

Simply stated, Digital Rebirth is the fundamental reframing of a business for the digital era, including the repurposing of its nature, establishing of its digital platforms, shaping of its business ecosystems, implementation of Cloud-based technologies, and reinventing its capabilities, culture and leadership.

We are the first to enable business executives for Digital Rebirth of their enterprises – its digital (re)framing and its implementation - through personal counseling sessions and group-facilitated workshops. Our pioneering book Digital Rebirth (2018) is used as a basis for such executive initiatives.

Digital Rebirth benefits businesses with clear digital-era business purpose, re-aligned executive minds, fresh growth & revenue paths, appropriate capabilities and culture, with renewed leadership confidence, vigor and peace of mind – all of which are greatly needed in the digital era.

To hear more of Digital Rebirth how we enable this, contact - in the first instance – Dr. Marius Leibold at ml@leiboldmail.com. All inquiries are handled in strict confidence.

The Philips Corporation is rebirthing itself from a ‘Consumer Products Supplier’ (lighting, electronics, appliances) into a digital platform company, as a ‘Consumer Lifestyle, Healthcare and Brighter Lives Provider’. Company revenues arise not from selling ‘products’ as such, but from recurring consumer ‘smart networked services’, based on e.g. subscription and maintenance contracts.

The Haier Group Corporation’s rebirth means that, in effect, it does not compete primarily through products and brands any longer, but through digital-services platforms of which ‘smart’ products are just one key part.

Under Armour, Inc., has rebirthed itself from a products-oriented sports apparel company into an experience-oriented platform company of consumer health, fitness and wellness solutions.