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Cover
Introduction THE DIGITIZATION OF YOUR CORE BUSINESS IS NECESSARY, BUT THE FUTURE OF YOUR COMPANY LIES IN ITS NEW, DISRUPTIVE BUSINESS
1. YOUR BUSINESS MUST TRANSFORM TWICE TO SURVIVE
2. SOFTWARE IS EATING THE WORLD – AND COMPANIES STILL DON'T KNOW HOW TO ADAPT
3. THE DIGITAL TRANSFORMER'S DILEMMA: ENERGIZING THE CORE BUSINESS WHILE BUILDING DISRUPTIVE NEW PRODUCTS AND SERVICES
4. WHAT OTHER DIGITAL TRANSFORMATION BOOKS DON'T TELL YOU
5. WHY AND HOW WE WROTE THIS BOOK
6. PANDEMIC MEETS DIGITAL TRANSFORMATION
7. SUCCESS IS NOT SUCCESS – THE RULES ARE DIFFERENT IN THE OLD AND NEW WORLDS
8. WASTE. TRASH. GARBAGE. SCRAP. RUBBISH. DEBRIS. REFUSE. JUNK.
Part 1: WHY TO ACT
1. Chapter 1: ACT OR DIE, PRETTY SOON
  1. REALIZE THE “WHY” CHALLENGES YOUR COMPANY MUST TACKLE
  2. FIGURE OUT YOUR OWN “WHY” BEFORE YOU DO ANYTHING ELSE
  3. FAILING TO TRANSFORM IS STILL THE NORM – BUT IT DOESN'T HAVE TO BE
  4. TO AVOID BANKRUPTCY, “DUAL BUSINESS” IS THE NEW BLACK
  5. GET MOVING TO AVOID THE DINOSAUR FATE
  6. GET INSPIRED (BY PICTURES)
Part 2: WHAT TO DO
1. Chapter 2: HOW TO MAKE YOUR STRATEGY, BUSINESS MODEL, AND DIGITAL INITIATIVES STOP FIGHTING EACH OTHER AND WORK TOGETHER
  1. REALIZE THE “WHAT” CHALLENGES YOUR COMPANY MUST TACKLE
  2. DON'T STRATEGIZE IN SILOS: CREATE A HOLISTIC STRATEGY ACROSS BOTH BUSINESSES
  3. OVERARCHING DIGITAL STRATEGY
  4. ONE THING COMPANIES FORGET WHEN THEY MOVE FROM STRATEGY TO STRATEGIC INITIATIVES
  5. GAIN A COMPETITIVE EDGE THROUGH BUSINESS MODEL INNOVATION
  6. GET MOVING TO AVOID THE DINOSAUR FATE
  7. GET INSPIRED (BY PRINTING PRESSES)
Part 3: HOW TO DO IT
1. Chapter 3: ORGANIZATION: HOW TO DEVELOP A FLEXIBLE ORGANIZATION
  1. REALIZE THE ORGANIZATIONAL CHALLENGES YOUR COMPANY MUST TACKLE
  2. BECOME AMBIDEX‐WHAT?
  3. SAY GOODBYE TO ONE HOLY GRAIL OF INNOVATION AND EMBRACE DISPERSED INNOVATION EFFORTS
  4. ANCHOR FIRST, THEN SET SAIL – THINK ABOUT WHERE TO POSITION YOUR DIGITAL EFFORTS NOW AND LATER
  5. ESTABLISH CONTACT WITH OTHER DIGITAL TRANSFORMATION BOATS IN THE BAY
  6. MANAGE THE ORGANIZATIONAL TENSION BETWEEN THE 1ST AND 2ND S‐CURVE
  7. GET MOVING TO AVOID THE DINOSAUR FATE
  8. GET INSPIRED (BY ELECTRICITY)
2. Chapter 4: TECHNOLOGY: HOW TO USE TECHNOLOGY AS A DRIVER FOR THE TRANSFORMATION
  1. REALIZE THE TECHNOLOGY CHALLENGES YOUR COMPANY MUST TACKLE
  2. LOOK BEYOND THE HYPES AND UNDERSTAND WHAT TECH REALLY MEANS
  3. IT DOES NOT EQUAL TECH
  4. MANAGE THE TECHNOLOGICAL TENSION BETWEEN THE 1ST AND 2ND S‐CURVE
  5. GET MOVING TO AVOID THE DINOSAUR FATE
  6. GET INSPIRED (BY INDONESIA)
3. Chapter 5: PROCESSES: HOW TO GET STUFF DONE
  1. REALIZE THE PROCESS CHALLENGES YOUR COMPANY MUST TACKLE
  2. GET YOUR HANDS DIRTY LAUNCHING YOUR DIGITAL TRANSFORMATION
  3. INCUBATION PHASE
  4. GET YOUR HANDS EVEN DIRTIER RUNNING THE DIGITAL TRANSFORMATION
  5. MANAGE THE PROCEDURAL TENSION BETWEEN THE 1ST AND 2ND S‐CURVE
  6. GET MOVING TO AVOID THE DINOSAUR FATE
  7. GET INSPIRED (BY BENELUX)
4. Leadership
  1. GET A GRIP ON THOSE “SOFT” FACTORS OF YOUR DIGITAL TRANSFORMATION
5. Chapter 6: LEADERSHIP: WHAT TO LOOK FOR IN LEADERS AND HOW TO FIND THEM
  1. REALIZE THE LEADERSHIP CHALLENGES YOUR COMPANY MUST TACKLE
  2. LEADERS MAKE OR BREAK THE DIGITAL TRANSFORMATION DEAL
  3. KNOW YOUR LEADERS INSIDE AND OUT
  4. GO SHOPPING FOR YOUR PREFERRED LEADERSHIP ATTRIBUTES
  5. GO SHOPPING FOR YOUR PREFERRED LEADERS
  6. MANAGE THE LEADERSHIP TENSION BETWEEN THE 1ST AND 2ND S‐CURVE
  7. GET MOVING TO AVOID THE DINOSAUR FATE
  8. GET INSPIRED (BY CAR TIRES)
6. Chapter 7: PEOPLE: WHAT TO LOOK FOR IN TALENT AND HOW TO DEVELOP THE WORKFORCE OF THE FUTURE
  1. REALIZE THE PEOPLE CHALLENGES YOUR COMPANY MUST TACKLE
  2. PEOPLE, TOO, MAKE OR BREAK THE DIGITAL TRANSFORMATION DEAL
  3. KNOW YOUR TALENT INSIDE AND OUT
  4. GO SHOPPING FOR YOUR PREFERRED PEOPLE ATTRIBUTES
  5. GO SHOPPING FOR YOUR DIGITAL TRANSFORMATION WORKFORCE
  6. MANAGE THE PEOPLE TENSION BETWEEN THE 1ST AND 2ND S‐CURVE
  7. GET MOVING TO AVOID THE DINOSAUR FATE
  8. GET INSPIRED (BY CLOTHES)
7. Chapter 8: CULTURE: HOW TO GALVANIZE AN ORGANIZATION AND HELP YOUR PEOPLE PULL TOGETHER
  1. REALIZE THE CULTURAL CHALLENGES YOUR COMPANY MUST TACKLE
  2. DROP THE PRECONCEPTIONS AND INTERNALIZE WHAT CULTURE REALLY MEANS
  3. CHANGE BELIEFS BY MOVING TOWARD A NEW MINDSET – PART I OF THE CULTURE EQUATION
  4. CHANGE BEHAVIORS BY ALTERING STRUCTURE AND WAYS OF WORKING – PART II OF THE CULTURE EQUATION
  5. MANAGE THE CULTURAL TENSION BETWEEN THE 1ST AND 2ND S‐CURVE
  6. GET MOVING TO AVOID THE DINOSAUR FATE
  7. GET INSPIRED (BY POSTAL SERVICES)
Part 4: WHERE TO SEE RESULTS
1. Chapter 9: BECAUSE YOU'RE NOT DOING THIS FOR FUN BUT FOR RESULTS
  1. REALIZE THE “WHERE” CHALLENGES YOUR COMPANY MUST TACKLE
  2. MOVE FROM KPI LAUNDRY LISTS TO STRATEGIC KPI SETTING
  3. “OBJECTIVES AND BUSINESS CASES ARE DEAD; LONG LIVE OBJECTIVES AND BUSINESS CASES”
  4. FAIL, FAIL AGAIN AND BETTER
  5. TRANSPARENCY TRUMPS THE TELEPHONE GAME
  6. DON'T PLAY THE BLAME GAME BUT DO HOLD PEOPLE ACCOUNTABLE
  7. BEWARE OF THAT BOOMERANG
  8. GET MOVING TO AVOID THE DINOSAUR FATE
  9. GET INSPIRED (BY BANKING)
Conclusion: Reinvent Your Organization by Putting the Pieces Together
Notes
1. INTRODUCTION: THE DIGITIZATION OF YOUR CORE BUSINESS IS NECESSARY, BUT THE FUTURE OF YOUR COMPANY LIES IN ITS NEW, DISRUPTIVE BUSINESS
2. CHAPTER 1. ACT OR DIE, PRETTY SOON
3. CHAPTER 2. HOW TO MAKE YOUR STRATEGY, BUSINESS MODEL, AND DIGITAL INITIATIVES STOP FIGHTING EACH OTHER AND WORK TOGETHER
4. PART 3. HOW TO DO IT
5. CHAPTER 3. ORGANIZATION: HOW TO DEVELOP A FLEXIBLE ORGANIZATION
6. CHAPTER 4. TECHNOLOGY: HOW TO USE TECHNOLOGY AS A DRIVER FOR THE TRANSFORMATION
7. CHAPTER 5. PROCESSES: HOW TO GET STUFF DONE
8. CHAPTER 6. LEADERSHIP: WHAT TO LOOK FOR IN LEADERS AND HOW TO FIND THEM
9. CHAPTER 7. PEOPLE: WHAT TO LOOK FOR IN TALENT AND HOW TO DEVELOP THE WORKFORCE OF THE FUTURE
10. CHAPTER 8. CULTURE: HOW TO GALVANIZE AN ORGANIZATION AND HELP YOUR PEOPLE PULL TOGETHER
11. CHAPTER 9. BECAUSE YOU'RE NOT DOING THIS FOR FUN BUT FOR RESULTS
12. CONCLUSION: REINVENT YOUR ORGANIZATION BY PUTTING THE PIECES TOGETHER
Resources
Acknowledgments
About the Authors
Index
End User License Agreement

List of Illustrations

Introduction
1. Figure 0.1 Dinosaur companies won't survive
2. Figure 0.2 Two S‐curves
3. Figure 0.3 The Digital Transformer's Dilemma
Chapter 1
1. Figure 1.1 Key visual with focus on Why
2. Figure 1.2 Imbalance between 1st and 2nd S‐curve
3. Figure 1.3 Platforms
Chapter 2
1. Figure 2.1 Key visual with focus on What
2. Figure 2.2 Business model–technology matrix
3. Figure 2.3 The Business Model Navigator
Chapter 3
1. Figure 3.1 Key visual with focus on How/Organization
2. Figure 3.2 Cargo ship versus drone
3. Figure 3.3 Matrix of origin of digital impetus
4. Figure 3.4 Common organizational archetypes
5. Figure 3.5 Baseline model (A)
6. Figure 3.6 Standalone Digital Business Unit (B)
7. Figure 3.7 Digital Competence Center (C)
8. Figure 3.8 Digital Support Center (D)
9. Figure 3.9 Digital as the new normal (E)
Chapter 4
1. Figure 4.1 Key visual with focus on How/Technology
2. Figure 4.2 Technology buzzwords
3. Figure 4.3 Application, platform, and hardware layers in an IoT platform
4. Figure 4.4 Incumbent versus digital native
5. Figure 4.5 IT architecture
Chapter 5
1. Figure 5.1 Key visual with focus on How/Processes
2. Figure 5.2 Innovation funnel
3. Figure 5.3 Ideation, incubation, and commercialization phases
4. Figure 5.4 Stage‐gate approach
Chapter 6
1. Figure 6.1 Key visual with focus on How/Leadership
2. Figure 6.2 Leadership types
3. Figure 6.3 Leading the business, leading others, leading myself
4. Figure 6.4 Sources for digital transformation leaders
Chapter 7
1. Figure 7.1 Key visual with focus on How/People
2. Figure 7.2 People types
3. Figure 7.3 Sourcing digital transformation talent
4. Figure 7.4 Retraining
5. Figure 7.5 Recruiting
6. Figure 7.6 Renting
7. Figure 7.7 Reconfiguring
8. Figure 7.8 Reducing
Chapter 8
1. Figure 8.1 Key visual with focus on How/Culture
2. Figure 8.2 Higher–order versus lower–order culture
3. Figure 8.3 Changing beliefs – shifting toward a new mindset
4. Figure 8.4 Changing behaviors – altering structure and ways of working
Chapter 9
1. Figure 9.1 Key visual with focus on Where.
2. Figure 9.2 Three Horizons
3. Figure 9.3 KPI to‐do list
4. Figure 9.4 KPI cheat‐sheet
Part 3
1. Figure 3.0 Key visual with focus on How
Resources
1. Figure 10.1 Why tool
2. Figure 10.2 What tool
3. Figure 10.3 How tool
4. Figure 10.4 How dimensions
5. Figure 10.5 Where tool

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Library of Congress Cataloging‐in‐Publication Data:

Names: Frankenberger, Karolin, author.

Title: The digital transformer‘s dilemma : how to energize your core business while building disruptive products and services / Karolin Frankenberger, Hannah Mayer, Andreas Reiter, Markus Schmidt.

Description: Hoboken, New Jersey : John Wiley & Sons, Inc., [2021] | Includes index.

Identifiers: LCCN 2020025476 (print) | LCCN 2020025477 (ebook) | ISBN 9781119701309 (paperback) | ISBN 9781119719472 (adobe pdf) | ISBN 9781119719489 (epub)

Subjects: LCSH: Information technology—Management. | Organizational effectiveness. | Organizational change. | Strategic planning. | New products.

Classification: LCC HD30.2 .F727 2021 (print) | LCC HD30.2 (ebook) | DDC 658.4/038—dc23

LC record available at https://lccn.loc.gov/2020025476

LC ebook record available at https://lccn.loc.gov/2020025477

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How to Energize Your Core Business While Building Disruptive Products and Services