To Be or Not To Be - Digital

 I had to step away from my role for a period of time and as such did more reading than I have in a while and realised that businesses are going through the hardest changes and decisions that they have seen in a long time. Most businesses have realised they need to change, in fact in a recent survey by BCG[1] it was shown that 89% of Managers globally are involved in digital transformation. The challenge we face is transformations are often compared with any other business decision we take, linear, a or b, left or right. A true transformation is just that, ceasing to be what you were before to become something new. Think about the Caterpillar who becomes a butterfly, this is what business leaders should have in mind when they are seeking to transform, at the end of the initial transformation (because once you start to evolve, your team should continue to keep looking at how that journey can continue), you should be able to see the marked differences from how you operated before to what you are doing now.

Lets stay with that Caterpillar analogy, if a business decided to glue wings on the caterpillar, change its colour, it would not be a transformation, it would still do what it did before, it might look interesting, but actually we would have just made things harder by bringing new complexity to an organism that was built to do what it does (crawl and eat). Many businesses are stuck in this pattern, looking at new technologies, bringing in exciting consultants, however the way of working and the processes and roles and responsibilities all remain exactly the same. Whether there is a new app or website, without these broader changes those businesses – like it or not – will remain a caterpillar. A caterpillar who spends a significant amount of money and whose Board, Senior leaders start asking why are they not becoming a Butterfly.

This brings me to my question – “To be or not to be digital”. Many people will say that being digital is having digital channels to engage with your customers, or having an app to support your employees, these in all honesty are the cosmetics. Imagine a butterfly racing a caterpillar to get to the next branch above, now the caterpillar can eat more but how long will it take to get there and is it worth eating when it does? When we look at Digital native businesses – i.e. those who were born digital, the way they work, they way they create and continue to evolve, just think about some of the apps you use. How many of those are the same as they were a year ago, or even 3 months ago?

Being Digital requires the thinking within an organisation to change, a rewiring if you will, its really hard, but hard things done well is what will effect real change going forward for an organisation. If the organisation can go digital, then the technology can follow. Its amazing in fact there are so many technology options that if a business can transform itself it will realise that it can test ideas, and then decide what works or doesn’t as they continually evolve with low risk and high reward through a fail fast and continually learn approach.

The caterpillar puts in a lot of energy to first builds its cocoon then expends so much energy through its transformation that it loses nearly half of its weight in the process. The same is for businesses, when you are truly transforming you need to ensure it has everyone’s focus and commitment to make the change, if one part of a cocoon wasn’t ready then perhaps the transformation might not look complete or could be eaten by predators crawling in.

Ok I know enough about the caterpillar, but it is a great example for us to consider as we all seek to “Be Digital”. Use it as a measure of how much is actually changing within your organisation, are people taking on new roles, are teams working in different ways? Are outcomes being realised incrementally faster? It isn’t easy, but big changes should never be easy, choosing to be digital brings with it, risks, challenges, emotions, learnings and a commitment that many won’t have experienced before. Hence when you are thinking about embarking on your transformation, think about what it will look like on the other side for your people, your customers and yourself. How bold will your transformation be, because at the end of your journey only you can decide whether you will choose to be or not to be digital – as likewise for any transformation that remains the ultimate question.

[1] BCG Global Survey on Digital Transformation  engagement - https://www.bcg.com/press/3july2020-digital-transformation-survey

Surviving a Digital Transformation

So let’s cover off the first question; “Why would I say surviving?” Let me put it as simply as this. Anyone that has experienced a digital transformation, or started to build digital capability within a business, will know that realising transformation through a digital lens is like operating on a patient to replace their heart and lungs while they run a marathon at the same time. (There is a building a plane while flying it too but I prefer the marathon analogy!).

Now, anyone in their right mind is going to say “Why on earth would you want to do that?” Again, simply put, it is out of necessity. No one transforms their business simply because they woke up in the morning and thought it was a good idea. It is born from an urgent need to evolve their business either from cost, competition or changing market dynamics.

Likewise, I am intrigued by the fact that many leaders feel going digital is as easy as building a new app or making a website interactive. However, when their shift to digital commences, they quickly realise it is a lot more than this, and actually that shift to digital is more about their own business’ way of working, instead of the technology they decide to deploy.

This is why a digital transformation makes sense. The move to a digital way of working, combined with the need to transform, makes for a common foundation because to realise either goal requires a business to actually change. However, if a business is not willing to change and make the proverbial “leap” into the new world, then the change that a business is embarking on will simply fail. It is irrelevant how much a CEO or business head is eager to change or evolve their business as it will always be the weakest link which will ultimately determine the degree of success. The weakest link could be a business leader who doesn’t support the change, a legacy supplier seeking to latch on worried they will lose their business, or it could also be the business setting guide rails so tight that it gives the program no chance to fail.

Yes that’s right – fail. In my experience, if you don’t fail you won’t learn what works for your business. It doesn’t matter how well you have planned your strategy for digital transformation, part of the excitement is trying new ways of working and new ways of serving customers. Some will work and others won’t, but this is all about designing your business for the future. At this point, there will be many senior executives who are reading this and say “Ah yes Nathan, learning is fine but my business can’t afford to fail. We need to grow and, as such, we will seek to leverage the expertise of consultants and System Integrator’s as they will already have gone through these learnings with other businesses and then my business will simply leverage from those … right”?

Naturally, there are many organisations out there offering to help businesses realise this digital change, with amazing stories on how they can realise the change and all of the places where they have seen it or, for the lucky ones, realised it for another business. Hence, it is an option for you to have someone transform your business and receive the end product, but as any digital native business will tell you, it will come down to your ability to not only go through one transformation, but to actually realise a greater degree of business agility and hence an ability to evolve your organisation to adapt to the true constant in our business world today, change.

It is very hard for any organisation to simply say we will do this on our own, change our way of working, retrain teams, create a new structure and introduce a whole new suite of technology and platforms. Hence, it is reasonable to be asking partners, integrator's and even software partners for support in realising the digital transformation outcome. The important word here is “support”, because the challenging aspect in this transformation is back to the business change that it is targeted to realise.

So what am I saying? Basically when you are embarking on your digital transformation, a) make sure you have identified the leaders in your business who are going to own this change, b) identify partners who can help you make that transition with a clear goal of having the ability to continue on with your transformation, independent of any partner as you establish a greater degree of maturity in the business. The objectives of a transformation will take time to realise. Putting a specific timeline on the deliverable can result in assuming a business has changed, but with a trail of destruction behind and a long tail of capability still in the old world. It’s like having had the heart and lung transplant and thinking everything is fine, but then realising you are bleeding internally which can lead to a slow painful demise.

However, by ensuring you build the capability within your business, the pace of that change can be constant, holistic and ensure no-one and no capability is left behind. Most importantly, that new internal capability will bring you a greater degree of agility as your business and/or the market continue to evolve. Hence, while you go through that heart and lung transplant, it won’t matter if that marathon evolves into a steeple chase or a cross country ski race, you and your business will have the confidence to front into that change, knowing the team has evolved to a new skill set. When I say skill, I am not referring to a digital skill, but an agility skill. To the point at which you may cause other businesses to look at their own heart and lung transplant as you go from being disrupted and merely surviving a transformation, to becoming the disruptor and ultimately start leading the marathon!

There be gold in them hills!

A new gold mine has been established, okay not a traditional one, but it is yellow at least! “Pokemon Go” has started a global craze similar to what we saw with games like “Angry Birds” and “Candy Crush”. It’s not uncommon to see people randomly walking around the streets or parks with their phones held up looking for monsters! So where is the gold in that you ask? Well how about the 200 million USD of Net Income that Nintendo saw from the game in just the month of July and this was even before the game opened up into some of the biggest gaming markets like China and Korea!

But this blog is not about Nintendo’s success – that is pretty evident. What I am more interested in is the amazing appearance of the ecosystem around “Pokemon Go”, which is very similar to the pop- up towns that appeared at a new gold rush location. The game itself has been running for roughly three months and, in that time, we now have dating applications so as you can hunt monsters with that someone special (seriously!), or get access to maps showing key locations where monsters hang out and even go to online stores where you can buy Pokemon clothing so you stand out when hunting for monsters. I didn’t realise until my kids were running around an airport that apparently Pokemon monsters are trying to now even board planes! 

We have truly moved into a digital era, one where entrepreneurial individuals are ready to respond to the latest craze and set up their own version of a bar, tailor, supply store or even more mature entertainment. Our world has clearly shifted from the physical to the virtual and these pop up ecosystems are testament to that. What is interesting though is that unlike the gold mining towns of old, these digital pop-up ecosystems will disappear faster and leave almost no evidence that they even existed. This is because the technology of our era has caught up with our childlike behaviour when it comes to our digital lives.

I think Bill Connolly said it best with “I want it now, I want it yesterday and stay awake because I will change what I want tomorrow!” We have always wanted immediacy and, as adults, we grow to accept and understand we can’t always have what we want. However, the digital world changed that with information, collaboration, games and shopping. Hence businesses have always been keen on capturing this market, but much like a child, our interests tend to be brief before we will move on with something else (don’t believe me? Well did you know the average use of an application you download is only 4-5 days? – brief indeed).

For businesses to be able to leverage this opportunity they need infrastructure to be available to spin up and spin down. They also need access to high speed connectivity to ensure their temporary services are always accessible and lastly they need to access both of these elements all over the world in order to ensure they benefit from the breadth of interest these opportunities bring albeit briefly.

Fortunately, our word has never been more connected and as such these pop up businesses can thrive profitably for short periods of time and then quickly pull back on the throttle when interest starts to wane. Of course there is no guarantee of success with these pop up businesses, but because of the elastic availability and pay-as-you-use commercial engagements, they can afford to fail and that confidence can help to increase a willingness to experiment with different types of services. Imagine if you tried to do that in a gold rush town – how many unused buildings or wasted supplies thrown out the back of the building as they tried to forget what hadn’t worked!

In today’s day and age it is all about the here and the now, and I believe it will become increasingly common to see businesses where there purpose is to build capability akin to running a short term project. Their success will also be determined by how long they can ride the coat tails of disruptive market developments by being agile and relevant and equally how many of these initiatives they can run in parallel before scale becomes a burden to their agility. The digital boom town has arrived and I am sure it won’t be long before we start seeing a map of the digital gold mines that exist in our newly created digital world to provide budding entrepreneurs with directions on how to find the nearest pop up town and set up their own shop. Ultimately, where there is gold, there is business to be done – albeit in the virtual hills!

Disruption Starts at Home

The word “Disruption” has become a powerful concept of many executives across all industries today as they seek to lead their businesses to growth in what is an increasingly competitive and ever-changing market for us all. However, what is interesting is that for many businesses it tends to be about the outward facing disruption – to disrupt key competitors with innovative services or commercial models, introducing new technologies particularly with a focus on digital.

As such, many businesses can be left frustrated because in their attempt to disrupt the market they can actually have hit the “destruct button” on themselves. Let me explain why….Disruption just sounds exciting right? Think about your next meeting and starting with, “Okay team, we need to disrupt the market to drive our next phase of growth!” I sincerely doubt there will be one person who will tell you that it sounds like a bad idea. Compare this with the concept of an alternative start to a conversation – “Okay team, we need to run some efficiency programs to cut costs and drive our next phase of growth!” Now if you are managing that team you may have people worried about being the target of that efficiency and, as such, you may end up with only a few murmurs of support.

Being disruptive relies on our employees

So why not turn that disruption initiative to be internally focused to drive employee satisfaction, business efficiency, margin improvements and who knows perhaps even customer growth? We tend to forget sometimes that it is the people of our organizations that actually makes it a business, who determine the culture of the way we work and most importantly, represent the business to our customers. If they cannot be positive about their place of work and products or services they offer, then what chance does your business have in seeing sustainable growth?

We are in an era of rapid innovation, where many aspects of our business can be digital in the way we work whether that is for collaboration, building products or solving customer problems. Many people look at their path to digitisation as simply being the next step of the evolution of their business, build an application, put more documents online, provide collaboration tools to staff and customers. However, these elements are more like the partial ingredients of a cake, and if the ingredients are not complete nor added with the right measures, the resulting changes can actually prove to be of detriment to the business.

A shift in how we operate

The path to digitisation within a business therefore needs to be looked at from a business disruption perspective, what will be the impact on people, processes and existing systems? A disruption in fact is where the digitisation can be the agent of change, but actually represents a fundamental shift in how the business operates. A disruption agenda in the market seeks to drive competitors to figure out how they will adapt to catch up with this change and the same can be said for an internal disruption – however positive it may be. Leaders will need to consider the broader impacts of this change on the way a business operates today and how digitisation will require a change in the way teams work as well.

This is where I believe it will be smaller businesses that will succeed at internal disruption faster as part of their path towards digitisation. The reason being is that smaller businesses can’t afford to customise, request developers to change their software or build something from scratch that fits their needs. Smaller businesses need to leverage available functionality and if that means a change in a process or the way a business operates then so be it. Smaller businesses are like speed boats. They may not have the scale to impact an industry as much as large businesses can, but it is a lot easier to change speed, direction and possibly even the shape of their business.

A large business on the other hand is more like an oil tanker as any decision taken will have an impact on the waters around that vessel and the wake it leaves can result in faraway beaches being impacted by unexpected waves. However the time it takes for decisions to actually have an impact can be a lot longer and therefore much like an oil tanker the route needs to be planned, impacts understood and the action plan to realise that outcome.

Digitisation of a business is no different and like an oil tanker many large businesses will believe they can simply use their weight to push for outcomes they are looking for so that the digital components they select work within their existing business model. This is much like asking a ship engine provider to simply strap the new engine into place where the old one used to be. We already know it wouldn’t work as the new engine will probably have different controls, interfaces, locking mechanisms and so on. Asking an engine provider to change all of these elements to simply fit in with the needs of the ship will most likely result in the engine not delivering the same output as was originally hoped and could actually mean the ship is worse off. You will therefore have simply paid for an expensive piece of hardware with no benefit to the business. Digitisation is very much the same, there are some exciting capabilities out there, but the more a business forces changes of the tools it uses the lesser the benefit that it will bring.

Digital disruption requires organisational change

Digital disruption can be a powerful tool for a business, as long as it is considered simply as that - a tool –  the broader change within the business needs people to engage in changing the processes, ways of working and evolving the culture of an organisation.

If your vision is delivering customer excellence that of course doesn’t change, but your goals as to how that is achieved may need to evolve. There are many partners that a business can work with in driving its own digital disruption, but I would recommend you consider for a moment that the functionality they are developing is based on understanding the needs of many businesses across our increasingly connected world. As such, if there is a feature or functionality that you are looking for that doesn’t exist, consider first if it is the  way you are running your business that needs to change BEFORE trying to customise the software thousands of other companies have been able to work with as is.

Now of course if we follow this journey on its natural course many will say “well, that’s all fine and good Nathan, but actually you have just found another name for business efficiency”. Efficiency which will still result in roles being lost or teams being made redundant. Of course this can always happen, but I believe this can actually be reduced, by digitising the workforce.

A shift to digital

A shift to digital doesn’t mean roles simply disappear, it means different types of roles are required, I am sure there will always be some roles that are made redundant, but that isn’t about becoming digital those are more to do with efficiencies within a business that most likely already needed to be changed. We live in a world where we have three unique working generations; those for whom email and mobile was the biggest development of their time, those for whom social media was a significant change and our youngest workforce where the perceived challenges are more about reverse integration into a business that doesn’t seem as technology driven as their personal lives.

Collaborating with different generations

I view these different generations as an exciting time because it will require all three groups to make any digital disruption possible, for the moment one of these groups doesn’t embrace the change then the disruption is doomed to fail. We need to ensure that we have diverse groups helping to define and evolve the digital capabilities of a business so as they are usable by all, for both internal and external customers. We need these groups to aid in the coaching and guiding of others in how to make the change from a user’s perspective and lastly we need to ensure we have the cross-functional engagement that no one is left behind. For this reason I view that more roles will be created and with training and encouragement it becomes more a change of role than an outright “your job has been replaced by a computer!”

Disruption remains an exciting concept and I believe when brought into the business and adopted as part of a change vehicle on the path to digitisation, it can drive significant business value. We tend to associate disruption with something that can have a market impact, which it definitely can, however having a business that can disrupt itself into driving change, that will lead to sustainable growth will ultimately establish a business that is then set to disrupt the market with a business able to support. This will be executed through creating a culture of collaboration, understanding and most importantly employee pride, because an organization that sees the value in the disruption it brings to itself will quickly become your biggest sales and marketing engine when it comes to disrupting beyond your businesses home.

Ctrl-Alt-Del

We all know what happens when we press ’Ctrl-Alt-Del’ on our keyboards – well, at least I hope you do, otherwise you may find this article rather uninteresting (now, I know a few of you just checked by doing it, so welcome back to the story). When we perform this ‘three button miracle’, we get to see the task manager, i.e all of the active applications we see on our laptop. Imagine for a moment, that you have closed all of those active applications and you are left with a desktop with no activity. Would you continue your work by simply reopening what you closed, or would you think about how you would do things differently?

In today’s “digital world”, we are increasingly comfortable to evolve our collaboration choices, social media, applications for our phone (yes, both for fun and the more serious activities). This is often because there is a better tool for us to use, or the tools we have aren’t working in the right way, or we simply want a change. Interestingly though, most of us don’t do this in our business environments. Think for a minute and ask yourselves, “Why do we do the ‘Ctrl-Alt’Del’ magic combination”? Perhaps our application isn’t working, or our PC or tablet is running slow? Are we worried that our device is stuck within a loop and can’t move forward from? Now, consider the business environments we work in. These reasons can seem very similar, yet our response tends to be a shrug of the shoulders and we continue to push through.

As you read this, consider for a moment that you could ‘Ctrl-Alt Del’ your business. Take a moment to pause and reflect on what is working, and think about whether your processes, systems and tools are doing what you need them to do? Which ones are consuming too much time or resource? As you reflect, you may also sense a glimmer of hope – that idea that pops into your head of the “What if?.

However. then the reality of how complicated or hard it can be leaps to the front again and the hope is gone. I encourage you to force that “What if” concept back to the front just for a moment – let it breathe and consider a minor application or toolset in your business that could be changed with minimal effort and would help your business start to realise the impact a pause and change could have on your organisation.

Of course, many of you will say, “But Nathan, we are already doing this we, are going through significant change as the market evolves”, or “We have tried it before and ended up in the same place”. I tip my hat to those who have not only achieved a rethink, but equally to those who are continuing to try. Without this commitment to change, then businesses will continue to plod through using what they have.

In essence, businesses can’t simply pause and then create a change. It needs to be embraced by the leaders of organisations. Congratulating one another for doing something new, without understanding how to create the right environment for it to be continually successful will simply doom it to failure. One such example was for a start-up business unit which was a business’s efforts to pause and use a fresh approach to change direction for an area of their business where they were being challenged by competitors.

I was fortunate enough to have a discussion with the start-up business unit, working under a large parent company the other day (no, not mine!), where they were being given conflicting direction – “Go forth and conquer this market as a disruptive player!”. Sounds great, right? However, this was followed by the second part of the conversation – “You must of course remain within the architecture and capabilities of the parent business so as we maximise our assets”. Now, after being ready to jump for joy, I was left staring into my coffee cup hoping that my disappointment for their predicament didn’t show. Unfortunately, this is very common for many incumbent businesses seeking to jump on the start-up bandwagon, without truly understanding the changes they need to make in their own thinking when considering what they set out to achieve.

In the case of this business unit start-up, that change from the parent company needs to be in giving them the opportunity to be disruptive or accepting that the goal in establishing the business unit is to disrupt the broader organisation. The latter would require some serious commitment, and a jump off a sizable cliff given the risks it may be perceived to have within the business, particularly as in many large established businesses, the employees are the culture, and they represent the way of working – hence changing this overnight can be challenging.

In this case, providing that new business unit the flexibility to define its market approach, its IT architecture and ultimately its culture will help to define its success. Of course, we can say “But what if it fails?” At least, if it stays within the way of working of the parent company then the assets and people can be reintegrated into the business”. If this is your thinking, then I’m afraid you will never know what success could look like. We don’t see business start-ups wondering about how they might mitigate failure, but how can then create the best chance for success.

“Hackathons” are a great example of how businesses can create the best chance for success, and to date have always been synonymous with technology led businesses, and in particular start-up environments. The idea of throwing a problem into a room with some really bright people to design and develop with a new widget or code to address a bug in a platform is increasingly common. I would however propose that hackathons become the tool of choice for our ‘Ctrl-Alt-Del’ moment.

Once we pause our business, what are we going to do? How do we ensure we don’t go back to our old ways of working? How do ensure our staff embrace this change with us? In any organisation, there are lots of bright people in their field who are keen to get more involved and with the right tools, they can have  a phenomenal impact on helping to improve the way a business achieves its objectives. The people that make up an organisation want their business to be successful; it’s what makes it a great place to work, so leveraging their commitment and channeling that willingness to succeed through these types of tools can create a great environment for change.

This for me is why leaders really need to ‘Ctrl-Alt-Del’ their businesses and have a serious think about the way they are running their organisations. Can it be done differently? Yes, I hear some of you saying –  it is simply impossible to change your business given how long you have been working in that way, but I say give your teams a chance to embrace change, a change made of their own interest, engagement and outcome. It might start small – from how a team collaborates, or how you engage with your customers, but ultimately if it gets the business thinking about the “possible”, then that can only be a good thing … right?

We built a house!

Ok, so it’s not a physical house but we have built a new business in Indonesia. I can tell you, having previously seen my first home being built, it feels very much the same.  In any construction there are a number of key factors to consider; managing the timelines for the project, ensuring contractors don’t blow out the budget (this is a biggie), adapting to the required changes as we learn what works best and above all ensuring the customer is happy with the outcome. In the case of my first home, my customer was my wife, and in the case of building this business, our customer was the Indonesian market.

When building this business or “digital house” as I call it, we learned there are a lot of great technologies in existence that can be leveraged to build a business’ operations and business systems. And for anyone that knows me, exploring these new technologies was like placing a kid in a candy store and giving them some money to fill a basket – don’t worry I was well behaved, for the most part.

Ironically though, I don’t believe it is the strength of our technology that will drive the right outcome for our digital house, but more so the less predictable elements that will define the successful build of our house - quirky people! Whilst quirky people are not necessarily sought to build a physical house  –in the event the bathroom may end up in the kitchen and a shower in the study – we were fortunate to have some amazing people on this project. It wasn’t just their knowledge that assisted us, but their ability to think outside of the box, and consider the unusual and unconventional ways to approach the deliverables for this unique program. Simply put, they needed to be quirky!

There were a lot of unknowns in the building of this house –  from how we could integrate into the local operator’s business and operating systems and avoiding significant upfront investment to ensuring we were compliant to local market regulatory policies. Importantly we also needed to ensure that whatever we built would support the business’ key goal in serving our customers in a new and differentiated way.

I can appreciate anyone who has worked in a start-up before will be thinking, ”well Nathan, as a start-up that’s pretty straight forward and common”. However, I would ask you to consider that this is a joint venture between two incumbents that were running successful businesses in a prescribed way for a long period of time with clear views on how they felt the business should be established. This isn’t in line with a common start-up model.

The approach we took therefore may have appeared normal for a tech start-up, but for two incumbents it was a leap of faith to change the approach in addressing these challenges, whist driving the outcome that would enable a new business to grow. It wasn’t possible to simply run through a check list – what we needed was people who would adapt to the changing landscape as we learned more about the market and business environment we were operating in, and challenge what was possible (or equally not viable) and what was needed to adapt to the needs of the local operator.

What was imperative in building this digital house was the need to change our way of thinking, focusing on quick outcomes in small steps, empowering our teams and accepting that failure could and would happen.  It is very easy to slip into an approach of “that’s what we have always done” as a reason as to why we shouldn’t try something different, I can’t count the number of people who were happy to tell us “that won’t work”, or “you can’t do it that way”.

This is where we get to the next critical factor - you need people that are committed, and almost stubborn, to ensure that they stay true to the journey that is being defined. You also need an understanding boss who will give you the flexibility to pull this together without losing faith in what we are able to achieve (thanks Boss!). There were times when we would question ourselves – “are we doing the right thing?”, and “should we back off and simply accept that near enough is good enough”. I am glad we didn’t as the outcomes we have started to realise are down to that commitment to the goal.

Equally, the team knew we would not make all the right bets to address both our current and future requirements. As such, we needed to make sure that we had some flexibility moving forward. By taking a cloud platform approach to all the technologies that we introduced offered us the flexibility to evaluate functionality, without feeling we were committed to the tools that we were using in the long term. Yes, there would be a revised integration effort if we changed out an element of our architecture. However, that was better than being stuck with a physical platform for five to seven years that we would have to keep customising to the point that it could no longer be changed out without a complete new build.

 The cloud approach has also meant that our costs for the platforms are directly correlated with the growth of the business. Yes, there is a case of initial capacity, however this is minor compared with the scale we can grow these platforms to as demand increases. Lastly, the hybrid nature of our cloud environment, which extends from Indonesia across international markets, ensures that we can be compliant to evolving regulatory requirements in Indonesia whilst leveraging the benefits of different cloud platforms.

Another key aspect has been the way that we have engaged our suppliers. Every conversation has started with, “how do you interface into other systems?”, “what use cases can you share about that integration”, and “what best practices have driven the development of your systems?” The reasons for these questions were because we knew that to maximise the value of the technology we were using, it was more important to have systems that would naturally talk to each other and had done so before, versus our own team having to build a system to translate between two systems – as if we were trying to help translate between two completely different languages.

To this end, it became clear to us we were building a “digital ecosystem” or a collection of technology partners that would need to interoperate to ensure we could serve our customers in a valued and differentiated way. This ecosystem may evolve over time as we find different technologies that will help us serve more effectively in the future. Fortunately, by remaining true to the approach the team has taken, will help to ensure all new members of the ecosystem understand the requirement for interoperability.

We have now established a Service Provider in Indonesia with no network assets, nor any voice infrastructure. Admittedly, we have had to build a private cloud to meet local market criteria, however the majority of our technology is cloud based. We are developing a culture where the teams succeed or fail together, and where we do fail, we fail fast, dust ourselves off, understand why we fail and then move forward again – but always as one team.

We are also now serving customers and gearing up to expand our portfolio, but the house is clearly built. To that end, in building our digital house; the operating license is our foundation, our walls are the tools, platforms and processes we have created, the roof is the governance we use to always make sure there are no leaks in what we have built, the windows our experience centre to show customers a view of what we can provide, and the interfaces connecting our systems together is the cabling. We can now see where we need to improve the house - where the walls need finishing and where the roof needs to be maintained, but none the less we now have a house!

However, our digital house is still just a shell. It’s the people who work in it that are making the digital house our digital home, and ultimately will be the ones who welcome our customers and partners in as we seek to change the customer experience and serve the Indonesian market with our version of kopi and thee.

This article is dedicated to the Implementation team from the past year that had the patience to work with us, the passion to drive us to complete our goals and never accept near enough as good enough. We recognized that this success will always be bigger than any one person and that we all should reflect on the role we played in realising the building of this house. I would especially like to thank the team for putting up with my crazy ideas, passionate discussions and occasional singing in the corridor!

Don't Stop Believing

Yes, as in the song, in case you were about to ask.  It’s a Journey…

Have you ever had an idea which you thought would change your business or the business you work for or even serve your customers more effectively, yet when you brought it to your boss’s attention, they then thanked you kindly, filed it away and sent you on your way? Well, I don’t know about you, but this has been one of my key challenges and ultimate frustrations.  It just makes me want to scream and say “Hey – this WILL work and it WILL help so let’s just give it a go!” Yet, standing on top of a desk and having your “Braveheart” moment simply doesn't have the affect anymore like it did in the late 1990’s! – Before you ask, no, I didn’t stand on a desk and no, I didn’t wear a kilt, but it doesn’t stop me from thinking about it though!

Seriously, I have seen and met people who have fantastic ideas, but struggle to get the buy in or to translate them into outcomes.  I have even had some mad ideas during my career, from trying to sell Satellite to ISP’s in Europe through to introducing alternate training and customer engagement into incumbent market leaders. I had a lot of obstacles thrown in my path and had to engage numerous people to ensure endorsement from and engagement with. To be honest, I have learned a lot from both those who supported my ideas and equally from those who challenged me, but when I boil it down there is one lesson I learned early on which has always stayed with me.

My Dad always used to tell me, if you aim for the dirt, you will hit it every time.  But, if you aim for the stars, you may not reach them, but reaching for them could get you a lot closer than remaining in the dirt (See Dad I do remember some things!). I have always remembered this phrase and often found myself giving myself (stay with me now) a kick up the backside and reminding myself that getting by day to day isn’t good enough. This is possibly also part of the reason I write these articles / blogs, trying to share my ideas with others to think about for themselves or consider how they could implement rather than just keeping them to myself!

So … great, aim for the stars right? That’s it? Well, clearly not, if that was all it took I would have been standing on a hill long ago just selling the ideas rolling through my head! I have learned through the years that there are a few key factors (for me at least anyway!) to ensure we are able to turn beliefs into outcomes. Simply put, unless you are articulating what it means for your stakeholders, working with a team who provides you honest feedback and positive support with realistic outcomes, you will always be trying to run through mud to get your idea delivered.  I believe we all need to follow three basic, but often missed, fundamentals. 

First of all, speak their language – have you ever found yourself getting frustrated with colleagues because they are not sharing your excitement and commitment to an idea? Well, have you ever asked yourself what your idea or recommendation for change means to them, or how will it improve the way they work, and how will it ultimately help them to succeed in their own goals or business responsibilities? Sounds obvious perhaps, but you would be amazed at how many ideas are lost in translation that I have seen as people bang their heads against a wall trying to comprehend why they can’t garner the support from key stakeholders.

 Secondly, anchor in real world - have a team that shares your ambition but brings a dose of reality to the table. This is crucial.  In a previous company, I was often referred to as the “Blue Sky Boy”, coming up with ideas which sometimes seemed out there and other times seemed to come from beyond (apparently). It was my team that helped to validate these ideas and assess whether they were doable or simply a star too far at the present time. As equally important, do not be afraid to take feedback and adapt your course.  To achieve a goal you are aiming for, people providing different points of views, as long as they are constructive, can actually help you see the path to a successful outcome! Therefore, always keep an open mind, and for those of us who are overly direct, that can be difficult (yes me included!)

Finally, deliver what you can digest – Ideas and brain storming is great, but ultimately in the end we need to be able to actually deliver something, otherwise they are just that … ideas. You may find that you need to break up the idea into deliverable phases rather than trying to do everything at once (believe me I have tried!).  If you try to do everything all at once this will ultimately achieve nothing and your team and everyone around you will become highly disillusioned about your idea leaving in bogged down in validation rather than execution.

I have found that by ensuring these three aspects are aligned (and no I don’t get it right every time!) you will put yourself in a good position for success.  Naturally, these combined with the key attribute of staying the path, and truly believing that what you are doing is the right thing for the business or for your own plans then stay with it. Of course, with the accountability to drive one’s own outcomes comes the responsibility for success or failure.  That is to say, you need to be prepared to fail and to be responsible for whatever your path brings.  I don’t advocate the failure mentality per se, but I have always worked on a principle of fail fast.  Simply put, I encourage my teams to test concepts and have the maturity to decide if they will or won’t work and inform their peers and or manager of the same early on.  There is no point in waiting until significant resources have been spent, and ultimately creating a degree of disillusionment that is difficult to recover from.

So where do we go from here? Well, all I am sharing are my own key approaches to ensuring the ideas that I have can be followed through and yes sometimes it has worked and other times not. The key is to ensure that you stay the course if it is what you truly believe, gather your advocates, anchor in reality and ensure you can deliver on what you say you will and you be able to give yourself a chance to succeed! We can change the world we live and work in, one idea at a time, take the Journey  “some will win, some will lose”, just Don’t Stop Believing and who knows, as Malcolm Wallace from Braveheart is quoted as saying: “Your heart is free... have the courage to follow it.”

The Power of one ... It's all about me!

There is an amazing transition of who is defining the internet user experience. The significant influence that content owners, use to have, is now moving towards the average person/user. Everyone is beginning to recognize that they can now choose their own content and services, and with this development, there are implications for an industry you might not have thought of at first– Advertising.
In the past, advertisers love(d) content owners. When there were only a few of them (relatively), they had the unique opportunity to define what content would be viewed by an end user.  Think of the influence they could wield, their ability to track patterns of interest and through the grouping of similar customers be able to create user profiles.  Like any enterprising group of businesses, the content owners would then, in turn, share this incredible insight with advertisers to help the advertisers create relevant ads for specific groups.
Okay, now move to today, where we have an incredible 3- 4 billion web pages of content for people to access either through websites or other platforms … that is roughly 1 unique content source for every two people on earth (this is compared with some 3.5 million web pages that were active just 15 years ago!). Based upon this development, it is increasingly difficult for the content owner to create profiles which are accurate.  Think about it… How in the world could you create a unique profile, of every person, based on the unique combination of content they may each choose to access, let alone adapt that profile based on their mood, time of day and location in the world for each individual website?
In walks the Over the Top (OTT) player who is able to provide us with a new approach.  This new model monitors all webpage’s, applications and media, through cookies and operating system tools. The content providers and advertisers have had to adapt to the OTT’s and ensure they had the right arrangements in place to promote their online content or their relevant ads. Naturally this is a situation which neither the content owners, nor the advertisers, should be or are very satisfied with.
For this reason, it is no longer the content owners or the associated advertising providers who have the best visibility and analysis of the dynamic nature and changing profiles of each individual users given the enormous diversity of content to choose from. This ultimately means they have now become dependent on the OTT for data on customer profiles. Meanwhile, it is the OTT’s that have been increasingly dominating the ad space purely through volume of end users they have visibility of.  There haven’t been any alternatives or any noticeable limitations on what OTT’s could or couldn’t view. Until recently, OTT’s could capture all data, from all users, without any concerns on the public’s perception on where or how this data was being collected.  In essence OTT’s were the “All seeing eye”.
Despite the far reaching capabilities of OTT’s, there are now more regulations and increased savviness from internet users to block out cookies and ultimately decide what information they want to share about themselves.  This in turn, is making it harder for OTT’s to provide accurate profiling of end users, which leads to advertisers again looking for alternative means to present relevant ads to internet users. It is these changes which I refer to as the Power of One.  Me, you, all of us, now have the ability to decide how much data about ourselves we want to share (whether that is our location, our interests or even our friends).
Enter stage left, the one remaining group who should be building relationships with advertisers, and until now, have not been fully leveraged– Internet providers. What if you could sign up for ads that were relevant to you based on your interests, location and time of day, without worrying about someone gathering all of your personal data? Ok … I hear you saying I don't like ads, I understand and agree with that but, they are a fact of life, so let’s use the “Power of One” to see ads we want to see rather than ads they get the best deals for.  Signing up through your internet provider, whether at home, or in a café, or a shopping mall, to define your areas of interest can be mutually beneficial. We trust internet providers not to store all of our data through the internet, and know that they have a customer service model that if we see any ads that we don’t think is appropriate we can ask they can act on it, something which OTT’s tend to propose they only facilitate and therefore can’t be held accountable for.
There are some interesting companies out there like Adztream, Jiwire and Urban Airship who are seeking to help advertise firms - and businesses seeking to advertise directly. They understand how to help advertisers adapt their approach to reaching out to individuals, through various solutions which are targeted at the changing profile at any time on any day. It is important for advertisers to maximize the changing landscape and rebalance their focus of engagement.  Move from the content owners to those providing access to the internet, whether in the form of operators (fixed and mobile) or private wifi owners such as malls, campuses, hotels and sporting events.
These companies are the early adopters in introducing alternative models which drive more of a symbiotic relationship between the advertisers, internet providers and most importantly the end users. It is now up to the internet providers to look at how they can best leverage these platforms and start shifting the traditional source of advertising from those pushing ads based on the “all seeing eye”, to pulling relevant ads for the end users which they have chosen to see or are relevant based on where they are at that point of time. So now what? Well, to advertisers, I would say start looking at alternative avenues and platforms to introduce relevant ads that avoid the discussion around privacy. To Internet Providers – it doesn’t matter whether you are a ISP, Mobile Operator, coffee shop or university, your private network gives you an opportunity to look at engaging partners to create a positive user experience subsidized by end user relevant advertising. For all of us, as end users, the internet experience is no longer about what we are told it is, but more about what we want it to be and most importantly about how much data on ourselves we are willing to share.
We, as the Power of One, need to remind ourselves that we define our own experience and the market will continue to evolve to the point where we will see ads more customized to our specific situations at any given time or location versus what OTT’s think we should see. The Power of One is not only alive and well, it is now clearly having an influence on the internet industry and the advertising revolution.