{"id":46266,"date":"2014-06-03T17:18:50","date_gmt":"2014-06-03T21:18:50","guid":{"rendered":"http:\/\/danielschristian.com\/learning-ecosystems\/?p=46266"},"modified":"2014-06-03T17:18:50","modified_gmt":"2014-06-03T21:18:50","slug":"reflections-on-the-seven-habits-of-highly-effective-digital-enterprises-olanrewaju-smaje-willmott","status":"publish","type":"post","link":"http:\/\/danielschristian.com\/learning-ecosystems\/2014\/06\/03\/reflections-on-the-seven-habits-of-highly-effective-digital-enterprises-olanrewaju-smaje-willmott\/","title":{"rendered":"Reflections on “The seven habits of highly effective digital enterprises” [Olanrewaju, Smaje, & Willmott]"},"content":{"rendered":"

The seven habits of highly effective digital enterprises<\/strong> <\/a>— from mckinsey.com by Tunde Olanrewaju, Kate Smaje, and Paul Willmott<\/span><\/span>
\nTo stay competitive, companies must stop experimenting with digital and commit to transforming themselves into full digital businesses. Here are seven habits that successful digital enterprises share.<\/em><\/p>\n

Excerpt:<\/em>
\n<\/span><\/span><\/span><\/p>\n

The age of experimentation with digital is over.<\/span> In an often bleak landscape of slow economic recovery, digital continues to show healthy growth. E-commerce is growing at double-digit rates in the United States and most European countries, and it is booming across Asia. To take advantage of this momentum, companies need to move beyond experiments with digital and transform themselves into digital businesses.<\/span> Yet many companies are stumbling as they try to turn their digital agendas into new business and operating models. The reason, we believe, is that digital transformation is uniquely challenging, touching every function and business unit while also demanding the rapid development of new skills and investments that are very different from business as usual. To succeed, management teams need to move beyond vague statements of intent and focus on \u201chard wiring\u201d digital into their organization\u2019s structures, processes, systems, and incentives.<\/p>\n

 <\/p>\n

From DSC:<\/span><\/em>
\n“The age of experimentation with digital is over.\u00a0 …\u00a0 To take advantage of this momentum, companies need to move beyond experiments with digital and transform themselves into digital businesses.”<\/span> <\/span><\/p>\n

Though this may be true for the corporate world (the audience for whom this piece was written), the experimentation within higher education is just beginning<\/em>.\u00a0 With that said, I still couldn’t help but wonder if some of these same habits might apply to the world of higher education. For example, three habits that the article mentioned jumped out at me as being highly relevant to those of us working within higher education:<\/span><\/p>\n

1. Be unreasonably aspirational<\/strong><\/p>\n

4. Challenge everything<\/strong><\/p>\n

7. Be obsessed with the customer<\/strong>
\nRising customer expectations continue to push businesses to improve the customer experience across all channels. Excellence in one channel is no longer sufficient; customers expect the same frictionless experience in a retail store as they do when shopping online, and vice versa.<\/p>\n

 <\/p>\n

 <\/p>\n

A potentially-related item, at least from the perspective of the higher ed student of the near future:<\/em><\/span><\/p>\n