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A growing number of organizations are embracing digital transformation in the hope of improving business processes, getting closer to their customers and boosting the bottom line. In many cases that effort calls for the appointment of a chief digital officer\u2013someone who is as adept at business strategy and communication skills as they are at software capabilities. In the report \u201cThe Key Characteristics of Great Business Leaders: How Savvy Digital Business Leaders Balance Strategy, Governance and Execution,\u201d Forrester Research analyst Martin Gill takes a look at what goes into the making of a top digital transformation leader. The study is coauthored by Stephen Powers, Benjamin Ensor, Fiona Swerdlow, Danielle Jessee, Benjamin Arnold, Stephanie Sullivan and Andrew Reese.<\/p>

\u201cSuccessful digital leaders are part business strategist and part technology evangelist,\u201d the authors write. \u201cThey must speak the language of both, unlocking the opportunity technology brings." Success as a CDO requires a focus on strategy, governance and execution. Strong people skills are critical, since digital transformation is a cultural shift, not a a technology problem.<\/p>

\u201cDigital transformation must encompass digital experience, digital operations, digital ecosystems and digital innovation," the authors write. "Digital business leaders must work across all four of these dimensions by focusing on three key activities: 1. Strategy: Articulate a compelling strategic vision of how digital transforms your business.2. Governance: Engage stakeholders at all levels.3. Execution: Embrace practical tactics to drive tangible results.\u201d<\/p>

\u201cAs a digital business leader, it\u2019s your job to translate an executive mandate (i.e., your business strategy) into action,\u201d the authors stress. Most CEOs can't effectively communicate what is needed in a digital transformation effort, and that\u2019s where the CDO comes in. "Even if your CEO has taken on responsibility for leading your digital transformation, she\u2019ll need help grounding her vision in the detail of what\u2019s possible at your firm. Work with your executive peers and build a digital vision.\u201d<\/p>

Define how your firm's digital experiences win, serve and retain customers<\/h2>
Digital business is much more than just ecommerce, the authors explain. \u201cEven retail eCommerce leaders ... must help their peers understand how digital touchpoints drive brick-and-mortar sales through initiatives like click-and-collect. For Ransom, a data-driven approach is vital to articulating the true impact of digital experience on Bloomingdale\u2019s customers.\u201d<\/p>

\u201cSavvy digital business leaders reach beyond the boundaries of the digital team to engage operations functions such as supply chain or customer service," the authors stress.<\/p>

\u201cDigital businesses thrive by extending reach through open, scalable ecosystems,\u201d the authors explain. \u201cConnected business models, like marketplaces or open APIs, often feel risky to traditional executives, so digital business leaders must articulate the shift."<\/p>

\u201cA digital vision should frame innovation, not constrain it,\u201d the authors stress. \u201cOften, the best ideas come not from your executive team, but from employees closest to the customer."<\/p>

\u201cSuccessful digital leaders know that communication, alignment and flexibility are the keys to their success,\u201d the authors write. \u201cDigital business leaders embrace a common set of characteristics and behaviors that help them build the knowledge and relationships they need to drive transformation and adapt to rapidly changing customer, competitive, and regulatory pressures.\u201d<\/p>

\u201cSuccessful digital leaders make digital initiatives resonate with firms and employees,\u201d the authors explain. <\/p>

"Monthly check-ins with senior stakeholders help highlight current digital initiatives, giving each function a forum to voice their priorities and hardships. This creates opportunities for deeper collaboration,\u201d the authors explain.<\/p>

\u201cDigital leaders define success by both customer-centric metrics and hard financial targets,\u201d the authors stress. <\/p>

\u201cDigital business leaders know when an investment isn\u2019t delivering, and they\u2019re comfortable with cutting losses and pivoting to a new initiative,\u201d the authors say. <\/p>

\u201cWith a bold vision and the right behaviors and relationships in place, digital business leaders must concentrate on driving action, and that should happen as close to the customer as possible,\u201d the authors explain. <\/p>

\u201cGone are the days of a single, central digital team and an \u201ceCommerce P&L,\u201d the authors write. \u201cAs departments demand more control, digital business leaders must embed sales and service execution into brand and market teams."<\/p>

\u201cThirty-four percent of firms that are restructuring to become more agile report they \u2018partner with startups and business incubators to bring innovation to our organization,\u201d the authors write. <\/p>

\u201cDigital business leaders must be multilingual, speaking the language of business, marketing and technology to drive collaboration, and generate credibility,\u201d the authors say. <\/p>

\u201cCustomer insight must drive every facet and motive of transformation,\u201d the authors stress. \u201cDigital business leaders must constantly ask themselves \u201cHow will this allow us to better serve our customers?"<\/p>

"Digital leadership is about driving a cultural and behavioral shift toward a customer-centric, outside-in, fast, connected way of doing business where technology isn\u2019t an afterthought, but a catalyst for opportunity," the authors stress. "Tomorrow\u2019s business leaders can\u2019t devolve technology decisions to their IT departments.\u201d<\/p>

Drop the D<\/h2>
"Incumbent senior leaders will continue to resist change, cleaving to the belief that departmental success is a proxy for their personal worth. Service providers, dollar signs in their eyes, will flock to the digital transformation banner in the belief that\u2019s what clients are budgeting for. But a new breed of leader, formed in the crucible of business and technology convergence, will emerge,\u201d the authors say.<\/p>

\u201cDigital will make leadership as transparent as B2C business is fast becoming,\u201d the authors say. \u201cYour digital footprint will define your leadership potential, and will make or break your ability to hire great employees and secure your next position.\u201d<\/p>

\u201cAs digital becomes pervasive, we\u2019ll see a further bifurcation of the legacy eBusiness role,\u201d the authors conclude. \u201cStrategists will set standards, foster collaboration and fuel innovation. Well-rounded, ambitious digital business leaders will step up to be the next generation of business leaders \u2014 CEOs, chief operating officers and business strategists.\u201d<\/p>

","saveContent":"
A growing number of organizations are embracing digital transformation in the hope of improving business processes, getting closer to their customers and boosting the bottom line. In many cases that effort calls for the appointment of a chief digital officer\u2013someone who is as adept at business strategy and communication skills as they are at software capabilities. In the report \u201cThe Key Characteristics of Great Business Leaders: How Savvy Digital Business Leaders Balance Strategy, Governance and Execution,\u201d Forrester Research analyst Martin Gill takes a look at what goes into the making of a top digital transformation leader. The study is coauthored by Stephen Powers, Benjamin Ensor, Fiona Swerdlow, Danielle Jessee, Benjamin Arnold, Stephanie Sullivan and Andrew Reese.<\/p>

\u201cSuccessful digital leaders are part business strategist and part technology evangelist,\u201d the authors write. \u201cThey must speak the language of both, unlocking the opportunity technology brings." Success as a CDO requires a focus on strategy, governance and execution. Strong people skills are critical, since digital transformation is a cultural shift, not a a technology problem.<\/p>

\u201cDigital transformation must encompass digital experience, digital operations, digital ecosystems and digital innovation," the authors write. "Digital business leaders must work across all four of these dimensions by focusing on three key activities: 1. Strategy: Articulate a compelling strategic vision of how digital transforms your business.2. Governance: Engage stakeholders at all levels.3. Execution: Embrace practical tactics to drive tangible results.\u201d<\/p>

\u201cAs a digital business leader, it\u2019s your job to translate an executive mandate (i.e., your business strategy) into action,\u201d the authors stress. Most CEOs can't effectively communicate what is needed in a digital transformation effort, and that\u2019s where the CDO comes in. "Even if your CEO has taken on responsibility for leading your digital transformation, she\u2019ll need help grounding her vision in the detail of what\u2019s possible at your firm. Work with your executive peers and build a digital vision.\u201d<\/p>

Define how your firm's digital experiences win, serve and retain customers<\/h2>
Digital business is much more than just ecommerce, the authors explain. \u201cEven retail eCommerce leaders ... must help their peers understand how digital touchpoints drive brick-and-mortar sales through initiatives like click-and-collect. For Ransom, a data-driven approach is vital to articulating the true impact of digital experience on Bloomingdale\u2019s customers.\u201d<\/p>

\u201cSavvy digital business leaders reach beyond the boundaries of the digital team to engage operations functions such as supply chain or customer service," the authors stress.<\/p>

\u201cDigital businesses thrive by extending reach through open, scalable ecosystems,\u201d the authors explain. \u201cConnected business models, like marketplaces or open APIs, often feel risky to traditional executives, so digital business leaders must articulate the shift."<\/p>

\u201cA digital vision should frame innovation, not constrain it,\u201d the authors stress. \u201cOften, the best ideas come not from your executive team, but from employees closest to the customer."<\/p>

\u201cSuccessful digital leaders know that communication, alignment and flexibility are the keys to their success,\u201d the authors write. \u201cDigital business leaders embrace a common set of characteristics and behaviors that help them build the knowledge and relationships they need to drive transformation and adapt to rapidly changing customer, competitive, and regulatory pressures.\u201d<\/p>

\u201cSuccessful digital leaders make digital initiatives resonate with firms and employees,\u201d the authors explain. <\/p>

"Monthly check-ins with senior stakeholders help highlight current digital initiatives, giving each function a forum to voice their priorities and hardships. This creates opportunities for deeper collaboration,\u201d the authors explain.<\/p>

\u201cDigital leaders define success by both customer-centric metrics and hard financial targets,\u201d the authors stress. <\/p>

\u201cDigital business leaders know when an investment isn\u2019t delivering, and they\u2019re comfortable with cutting losses and pivoting to a new initiative,\u201d the authors say. <\/p>

\u201cWith a bold vision and the right behaviors and relationships in place, digital business leaders must concentrate on driving action, and that should happen as close to the customer as possible,\u201d the authors explain. <\/p>

\u201cGone are the days of a single, central digital team and an \u201ceCommerce P&L,\u201d the authors write. \u201cAs departments demand more control, digital business leaders must embed sales and service execution into brand and market teams."<\/p>

\u201cThirty-four percent of firms that are restructuring to become more agile report they \u2018partner with startups and business incubators to bring innovation to our organization,\u201d the authors write. <\/p>

\u201cDigital business leaders must be multilingual, speaking the language of business, marketing and technology to drive collaboration, and generate credibility,\u201d the authors say. <\/p>

\u201cCustomer insight must drive every facet and motive of transformation,\u201d the authors stress. \u201cDigital business leaders must constantly ask themselves \u201cHow will this allow us to better serve our customers?"<\/p>

"Digital leadership is about driving a cultural and behavioral shift toward a customer-centric, outside-in, fast, connected way of doing business where technology isn\u2019t an afterthought, but a catalyst for opportunity," the authors stress. "Tomorrow\u2019s business leaders can\u2019t devolve technology decisions to their IT departments.\u201d<\/p>

Drop the D<\/h2>
"Incumbent senior leaders will continue to resist change, cleaving to the belief that departmental success is a proxy for their personal worth. Service providers, dollar signs in their eyes, will flock to the digital transformation banner in the belief that\u2019s what clients are budgeting for. But a new breed of leader, formed in the crucible of business and technology convergence, will emerge,\u201d the authors say.<\/p>

\u201cDigital will make leadership as transparent as B2C business is fast becoming,\u201d the authors say. \u201cYour digital footprint will define your leadership potential, and will make or break your ability to hire great employees and secure your next position.\u201d<\/p>

\u201cAs digital becomes pervasive, we\u2019ll see a further bifurcation of the legacy eBusiness role,\u201d the authors conclude. \u201cStrategists will set standards, foster collaboration and fuel innovation. Well-rounded, ambitious digital business leaders will step up to be the next generation of business leaders \u2014 CEOs, chief operating officers and business strategists.\u201d<\/p>

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20 best practices of top chief digital officers

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