Decoding Digital: Building a Digital Strategy
Without a doubt, information technology is one of the biggest disruptive forces confronting organizations and their leadership teams today. It is not just large organizations but organizations of all sizes, including the public sector, that are being impacted by the inexorable advances in technology. Most businesses today are – or, at least, are becoming – digital businesses.
It seems that no industry is immune to the realities in which business models, business processes, value propositions, customer experiences, products, services, and management practices have been, or are being, transformed by social media, mobile, analytics, big data, internet of things (IoT), artificial intelligence, blockchain, and other digital technologies.
It is therefore paramount that all organizations have a strategy that clearly maps out how the organization plans to leverage digital technologies, not just for competitive purposes but also to manage and run operations. But how do you go about building this strategy? What should such a strategy contain? How can you assess the disruptive impact of digital technologies? And who should be responsible for developing this strategy?
Executives focused on helping their organizations embrace digital technologies, both operationally and strategically.
- address the key questions of where, when, and how to invest in digital
- gain a thorough understanding of the impact of digital technologies on organizations and the competition
- establish a frame of reference for considering digital in a strategic context
- learn a language to discuss opportunities and challenges
- gain a toolset to aid in crafting a digital strategy
- How digital is disrupting competition and redefining industries
- The fundamentals of strategy and strategic management
- How digital changes strategy
- Unlocking business value from digital investments
- Distinguishing between different types of digital investments
- Innovating products, services, processes, and customer experiences with digital technologies
- Components of a digital strategy
- The digital strategy process
- Tools and techniques for building a digital strategy
- Actively managing the investment portfolio in digital
- Leading digital transformation
Meet the teaching staff
Joe Peppard (Program Director)
Professor, ESMT Berlin
Joe Peppard, PhD, is a professor at ESMT Berlin; additionally, he is an adjunct professor at the University of South Australia. Previously, he held the Chair in Information Systems at Cranfield School of Management – where he was also Director of the Information Systems Research Centre and led the IT Directors Forum – and has held academic positions at Loughborough University, Trinity College, Dublin, Groningen University, Politecnico di Milano, and University of Sydney. In 2011 he was the Dean’s Distinguished Scholar at the University of Southern Queensland.
At ESMT, Joe designs, directs and teaches on customized executive development and intervention programs for customers. He also leads a number of open enrolment programs as well as teaching on the school’s MBA program. With his reference discipline in information systems, Joe researches, teaches and consults in the domains of IT leadership, digital strategy and innovation, the execution of digital transformation programs and in the role, structure and capabilities of the IT unit in contemporary organizations. In an industry powered by FUD (Fear, Uncertainty, Doubt) and where hype is all too commonplace, he seeks to help business and IT leaders make sense of it all and navigate an appropriate route through what is an increasingly complex landscape.
His research studies contemporary issues and challenges that mangers face in an environment of accelerating technological change. While academically rigorous, with his research he seeks to steer a pragmatic path. He recognizes that managers want frameworks and models to help them understand their own predicaments, insights to figure out options and consequences and clear actionable advice and guidance. While the majority of his academic colleagues write articles for promotion, tenure and academic prestige, Joe writes them to help the busy manager and executive to be successful. Findings from his studies have been published in leading journals such as European Journal of Information Systems, MIS Quarterly Executive, Journal of Information Technology, MIT Sloan Management Review, Harvard Business Review, International Journal of Information Management and Information Systems Journal. His most recent books include The Strategic Management of Information Systems: Building a Digital Strategy (Wiley) and Customer Relationship Management: Perspectives from the Marketplace (Butterworth-Heinemann). He is Associate Editor of the International Journal on IT/Business Alignment and Governance, an Editorial Board Member of European Management Journal, Journal of Strategic Information Systems and MIS Quarterly Executive.
In his consulting, Joe has worked closely with senior executives and Board members of large complex organizations in both public and private sectors advising them on IT and strategy related matters, leveraging information and on how to unlock business value from their IT investments. He also works with a number of technology companies helping them with their strategy, market positioning and growth. He mentors at a number of start-up accelerators in Berlin.