Have you ever stopped and thought ‘what’s the difference between Digital Strategy and Digital Agenda? When should you have one and when the other?
We all know that the world is changes faster than ever, but on the other hand the change will never again be as slow it is today.
Constant change and the rapid development of technology have forced leaders in every industry to create plans to embrace digitalization and new customer expectations.
In this situation, a Digital Agenda is created anew every morning as an individual in an organization tries to surf the next digital wave.
A digital agenda is like surfing, looks easy, but is more difficult to begin with. As explained at Surfing Waves.com:
A good surfer will make paddling, carving and wave riding look effortless, but the reality is that there is a lot of physical work involved in paddling around, getting up on your board and doing manoeuvres
On operative level, the daily routines of people change quite slowly. Even we acknowledge that the new tools of information management (Microsoft Teams), communication (Slack) and social media (Workplace by Facebook) can help and make our work more productive.
It is natural that we keep doing this in an equivalent way as we have done for years. The hard part hits the leaders who are trying to change the mind set and routines of individuals.
We all know the importance of a strategy. There are two major differences between digital and traditional strategy.
Traditional business strategy is set by top management and it is often fixed for the next 3-5 years. Most of the organizations fail to implement the strategy fully, because employees have not been involved in the strategy creation process.
Instead, digital strategy is done by including everyone in the organization. In this way people are immediately committed to the strategy and no separate implementation is needed.
Involving everyone in the digital strategy creation shelters organizations from digital disruption
Digital strategy is also less solid and fixed over a long-time period. A good digital strategy gives flexibility and enables faster changes to the direction of the organizations both short and mid-term.
Continuous Transformation Operative Model
The last question most of the C-suite leaders ask these days is: what connects digital strategy to digital agenda?
The answer is an operative model. A simple operative model defines and directs the whole organization and individuals in their daily decisions.
Good operative models accelerate business decision making and enable a top customer experience.
We have identified that organizations don’t need a digital operating model. Instead there is a great need for an operating model that enables continuous transformation.
The continuous transformation operating model is explained in another blog post. Want to learn more? Subscribe to our mailing list to find out when next blog is published.