EXE CU TIVE E D G E
Digital value: Greater than
the sum of its parts
Going digital, in
simple terms, means
transitioning from
an “inside-out” to an
“outside-in” approach
to business.
BY HENNA A. KARNA
8
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Over the past decade, corporations across industry
verticals have invested significant capital to upgrade
their infrastructure to analyze customer data collected
within a multichannel environment. And so the obvious
next question is – what now?
The answer can be derived from the combination of
capabilities, created by the investment in these newer
technologies – specifically, the digital engagement of
the customer, where customer represents both external
consumers and internal stakeholders. Whether to create
a network of external customers to drive the creation of
a dynamically optimized yet evolving set of products or
to drive efficiency in internal operations, digital presents
corporations with both challenges and opportunities.
Going digital, in simple terms, means transitioning
from an “inside-out” to an “outside-in” approach to business. With the exception of a handful of super-enterprises, most corporations are focused on “What can I offer
to customers?” and “What can I deliver to customers?”
That focus is important but traditional “inside-out” thinking. On the other hand, corporations with an “outside-in”
orientation ask questions such as: “What do customers
consciously – and subconsciously – want?” “How can I
affirm, if not expand, my control over the value chain with
new ideas and products?” “How do I redefine business
processes with an operating model that informs key answers to the aforementioned questions?”
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