Introducing Acquia’s DXP Vision, Strategy, Renaming, and Repackaging
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The Chief Digital Officer (CDO) plays a crucial role in driving digital innovation and transformation across organizations, focusing on enhancing customer experiences and aligning marketing with IT. Despite facing significant challenges and resistance, less than 30% of digital transformations succeed, highlighting the urgency for agile and intelligent responses to market demands. Successful CDOs who navigate these complexities can gain substantial influence, often leading to executive roles within the company.
Introducing Acquia’s DXP Vision, Strategy, Renaming, and Repackaging
- 2. Cements the CDO’s role as essential to innovation by bridging the gap between Marketing and IT. We hasten the transformation process by empowering teams across the organization to create and deliver great customer experiences with security, reliability, and at scale. An Open platform provides new approach to digital transformation by breaking down silos. Unique combination of tools and technology increases agility while maximizing existing investments and leaves the door open for future innovation and integration. Organizations that can move with and agility and intelligence are more resilient businesses. We help you prioritize innovation to respond to the rapidly shifting market of today (and tomorrow) to be seen as a digital experience innovator. • Covid-19 has changed business. Our digital channels are now the primary means of communication and engagement. We need to deliver innovation, respond quickly online, and course correct based on rapidly shifting market and customer requirements. • Competitive pressure has exploded. Your business is being squeezed by competitive pressure both from digitally native industry disruptors and market leaders across industries - both of whom are better positioned to meet emerging consumer requirements for convenience and speed. • Consumers pressure has exploded. Consumers are fully in control. They want access to brands on their terms, with digital channels leading the way. • Your business is at risk, now than ever before (risk is proliferating). Security threads are more mature, compliance is more complex, and digital disruptors are cutting into your profits and your business models. On top of all that, your margins are tight and you are charged with doing more less due to market contraction • Time is of the essence. The market favors the first movers. You can’t wait 3 to 5 years for the digital first infrastructure now. 1. We move too slow. Your business is moving too slowly to respond to the digital only requirement. It takes too long to build new sites, launch new campaigns, and get to market. 2. We aren’t smart enough. Lack of data and insight on consumers/customers translates to poor customer experiences and ineffective marketing. This results in higher cost of acquisition, lower retention rates, and loss of market share. (less value per customer, more churn). Spending more than we should on marketing. 3. The business isn’t aligned. There is an increasing disconnect between speed of marketing innovation and speed of IT operations impacting marketing agility, competitiveness, and cost of customer acquisition. 4. Risk is everywhere. Security protections are expensive, gaining compliance it difficult and can take months or even years. Our business isn’t resilient enough to respond to a dynamic market. 5. Our size, scale, and historical operations are an impediment. Centralization of IT and Marketing decreases risk but creates bottlenecks, hampering the organization's ability to get new projects out.
- 3. 1. We move too slow. Your business is moving too slowly to respond to the digital only requirement. It takes too long to build new sites, launch new campaigns, and get to market. 2. We aren’t smart enough. Lack of data and insight on consumers/customers translates to poor customer experiences and ineffective marketing. This results in higher cost of acquisition, lower retention rates, and loss of market share. (less value per customer, more churn). Spending more than we should on marketing. 3. The business isn’t aligned. There is an increasing disconnect between speed of marketing innovation and speed of IT operations impacting marketing agility, competitiveness, and cost of customer acquisition. 4. Risk is everywhere. Security protections are expensive, gaining compliance it difficult and can take months or even years. Our business isn’t resilient enough to respond to a dynamic market. 5. Our size, scale, and historical operations are an impediment. Centralization of IT and Marketing decreases risk but creates bottlenecks, hampering the organization's ability to get new projects out.
- 4. The Chief Digital Officer is charged with driving digital innovation and transformation across the business. Simultaneously, they are responsible for the customer journey and leading customer centric initiatives. Their ultimate goal is driving growth. They are required to not only to rethink and recalibrate old business models, but in some cases, to challenge an organization's fundamental way of thinking and operating. While a CDOs overarching goals are often agreed upon across the organization, they may meet considerable resistance when it comes to updating specific process or adopting new technology or way of thinking. CDOs are challenged to show success, and to do so quickly, to validate the importance of this emerging role in the C-Suite. The odds are stacked against them. Less than 30% of digital transformations succeed. Digital transformation is by all accounts, a “massive opportunity” to move an organization forward. Professionally, successful CDO’s are often promoted to company President or CEO. CDOs also have the opportunity to expand their influence to become an emerging class of business and technology leader, in some cases being end to end accountable for everything from product propositions to the technology ● Strategic digital leader for the business. Sets the strategy and vision across teams and orgs for how to “transform” and what transformation looks like. ● Focused on moving analog processes to digital to improve businesses efficiency. ● Playing “peacekeeper” to keep initiatives on track, not only with the CEO but also the Marketing and IT teams as they fight the battle between centralization of IT vs freedom to create and innovate. ● “One by one” digital transformation, taking on adoption and implementation of specific business technology or focusing on certain lines of business (or product) considered high priority or high value. ● Responsible for adoption of new technology investments and validation of spend. ● Debating technology investments between large enterprise platforms vs best of breed point solutions approach to meet specific needs. ● Inconsistent reporting and ROI on the progress of a digital transformation ● May report to CEO, CIO, or CMO depending on the type of business. ● Have the organization digitally prepared to respond to emerging marketing trends ● Wants to fundamentally change the business in ways that lead to not only efficiency, but profitability. ● Wants a greater voice and influence and seen as trusted digital advisor and innovator to C-suite and Board of Directors. ● Digital transformation initiatives to be seen as innovative, exciting projects rather than burdensome. ● Flexible tech stack that integrates and users preferred tools for developers, IT, and marketing. ● Deliver innovative, scalable solutions that create value by providing global governance and control combined with freedom to foster innovation and creativity. Maximum agility with minimal risk and cost. ● Act an enabler rather than bottleneck of day to day transformation, providing transformation tools that don’t require hand holding. ● Implement new technology and processes that enable teams while utilizing data and services from legacy systems for faster time to value. ● Digital investments connected to enterprise KPIS ● We can’t meet both IT and Marketing’s requirements or preferences for technology ● We need to be more agile, but democratization of IT and marketing exposes business risk ● We need 3-5 years to digitally transform. ● We need to move off our legacy platforms, especially in Marketing ● Customer experience should be at the centerpiece of everything we do ● We need a quick transformation win 1. 3-5 year business transformation plan 2. All new platform and systems 3. Business automation and efficiency 4. Focus on integrated backed technology 1. Digital value ASAP 2. Integrate with tools and systems that work well/are homegrown 3. Profitability and growth 4. Connected customer experience
- 5. The Chief Digital Officer is charged with driving digital innovation and transformation across the business. Simultaneously, they are responsible for the customer journey and leading customer centric initiatives. Their ultimate goal is driving growth. They are required to to rethink and recalibrate old business models, in some cases, to challenge an organization's fundamental way of thinking and operating. While a CDOs overarching goals are often agreed upon across the organization, they may meet considerable resistance when it comes to updating specific process or adopting new technology or way of thinking. CDOs are challenged to show success, and to do so quickly, to validate the importance of this emerging role in the C-Suite. The odds are stacked against them. Less than 30% of digital transformations succeed. Digital transformation is by all accounts, a “massive opportunity” to move an organization forward. Professionally, successful CDO’s are often promoted to company President or CEO. CDOs also have the opportunity to expand their influence to become an emerging class of business and technology leader, in some cases being end to end accountable for everything from product propositions to the technology required to deliver them to customers.