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Table of contents 3Introduction Part 15Digital Transformation6From disrupted to disruptor: Reinventing your business by transforming the core14Transformation with a capitalT Part 223Design and Customer Experience24The four pillars of distinctive customer journeys29Putting behavioral psychology to work to improve customer experience Part 3 39Strategy & Innovation40What makes some Silicon Valley companies so successful44The economic essentials of digital strategy55Digital innovation in Asia: What the world can learn Part 465Organization & Operations66Adapting your board to the digital age73An operating model for company-wide agile development Part 583Tech84Modernizing IT for a digital era91The need to lead in data and analytics99The new tech talent you need to succeed in digital Introduction “Disruption” might be a cliché, but it’s hard to find a better word to describe the forces at worktoday. From the startup insurgency rattling the foundations of business to a stagnating globaleconomy to the political upheavals that have challenged decades of accepted wisdom, corporateleaders are facing deep uncertainties. This trend highlights a governing truth: the digital age rewards change and punishes stasis.But change comes in many flavors. Incremental adjustments or experiments at the periphery, forexample, can provide real benefits and, in many cases, are a crucial first step for a digitaltransformation. But if these initiatives don’t lead to more profound changes to the main businessor avoid the real work of re-architecting how the business makes money, the benefits canbe fleeting. Companies must be open to radical reinvention, which is a rethinking of the businessitself. It requires companies to reexamine, recalibrate and in many cases re-architect their corecapabilities to find new, significant and sustainable sources of revenue. How successfulcompanies will be in transforming their core could be the difference between victim and victorin the digital age. We have compiled this collection of articles to help inform the conversations on digitaltransformations, and the journey we are all on. And we look forward to an eventful 2017.c. PART 1 DigitalTransformation 6From disrupted to disruptor: Reinventing your business by transforming the core14Transformation with a capitalT From disrupted to disruptor:Reinventing your business bytransforming the core Peter Dahlström, Liz Ericson, Somesh Khanna, and Jürgen Meffert Companies must be open to radical reinvention to findnew, significant and sustainable sources of revenue. When Madonna burst onto the scenein the early 1980s, there was little reason to suspect thatshe’d have more than her allotted 15 minutes of fame. But in the three decades since her debutalbum, she has managed to remain a media icon. Her secret? “I think reinventing yourself is vital to your survival as an artist and a human being,”Madonna once said. Fittingly, the name of her 2004 concert tour—her sixth—was “Reinvention.” Madonna may seem like an unlikely touchstone for modern businesses, but her ability to adapt tonew trends and set some others offers a lesson for companies struggling with their own digitalrevolutions. That’s because the digital age rewards change and punishes stasis. Companies mustbe open to radical reinvention to find new, significant and sustainable sources of revenue.Incremental adjustments or building something new outside of the core business can provide realbenefits and, in many cases, are a crucial first step for a digital transformation. But if these initiatives don’t lead to more profound changes to the core business and avoid the real work ofre-architecting how the business makes money, the benefits can be fleeting and too insignificantto avert a steady march to oblivion. Simply taking an existing product line and putting it on an e-commerce site or digitizing acustomer experience is not a digital reinvention. Reinvention is a rethinking of the business itself.Companies need to ask fundamental questions, such as, “Are we a manufacturer, or are we acompany that enables customers to perform tasks with our equipment wherever and wheneverthey need to?” If it’s the latter, then logistics and service operations may suddenly becomemore important than the factory line. Netflix’s evolution from a company that rented DVDs to acompany that streams entertainment for a monthly subscription to one that now creates its owncontent is a well-known example of continuous reinvention. Reinvention, as the term implies, requires a significant commitment. From our Digital Quotient®research, we know that digital success requires not only that investment be aligned closely withstrategy but also that it is at sufficient scale. And digital leaders have a high threshold for risk andare willing to make bold decisions.1But companies don’t have to wait far in the future to realizethose benefits. We’ve found that 60 to 80 percent of total improvement targets can be achievedwithin ab