Digital Business Innovation (CDO)
Digitization, Chief Digital Officer - what has changed?
Whether a corporate group, a large corporation or an owner-managed company - everyone has to face the "digital age" with its complex challenges. New, digitally affine target groups demand offers that are simple and well-connected and that make use of new technologies in a "use case" specific way. As a result, industry boundaries are becoming blurred and new business models and competitors emerge. What was elementary yesterday may be marginal tomorrow.
This dynamic further drives complexities within the organization as well as in interaction with partners. The new initiatives must be connected and managed in a synergistic way with the existing core business and beyond the boundaries of the company. This requires not only creating the right framework conditions for implementation, but also embedding these sustainably in the organization and culture.
This is also shown by the development of the role of the Chief Digital Officer (CDO) - originally intended as the central driver and "chief" of digital initiatives. With the impetus for digital transformation, the role model is shifting and the scope of responsibilities now includes various roles and areas within the company. This illustrates that digitization is not (any longer) a single discipline, but is becoming part of all corporate functions and will only be successful in the long term if it runs through the entire organization and is coordinated and implemented holistically.
Development of customer-centric and networked business models
There is no ideal and chronological path to customer-centric and networked business models. The individual company situation and the level of digital maturity determine the different courses of action. To classify and structure these, we focus on three central value creation stages on the "journey" to customer-centric and networked business models.
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