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1.1 Focus on value that it is necessary to advance in the digital vision
Many companies, especially in the last years, tri- through a series of steps, grouped in successive
ed to activate several “digital” projects to fulfi ll their waves, with the overall strategy evolving as new
digital agenda. This resulted in launching more ini- information emerge.
tiatives that they can track, losing focus and effort
and not reaching the scale required to create va-
lue. Defi ne a clear destination helps focus, toge- 1.4 Be adaptive
ther with understanding and assessing the starting Digital changes constantly its components, and the
point, especially evaluating capabilities already ow- speed of change is increasing dramatically. Throu-
ned and others that require new investments. gh a digital transformation, every company should
be agile and open to adapt rapidly in their proces-
ses and strategies, as well as accepting and lear-
1.2 Defi ne pathways ning from every failure.
Companies should create pathways around diffe-
rent aspects of the business. These can be split
into: 2. Reconcile dreamers and
• the what: the aspect that support the under- doers within the organization
pinnings of the organization (stakeholder and
channel management, product and services, Approaching digital transformation, every Com-
operations, new business models); pany has doers and dreamers.
• the who and how: the organizational enablers Doers are focused on the short term, comfortable
(platforms and partners, data and analytics, IT, with the status quo; they have a pragmatic appro-
operating model and people). ach and they want to maintain and improve pro-
cesses and systems they already know and are
Oil & gas Companies are historically strong in focu- comfortable with. For them, digital can be a way
sing on the what, which can be useful in a digital to pursue operational excellence with minimal di-
transformation to capture data and to develop use sruption, while new working methods and digital
cases; on the other hand, these companies have “culture” are perceived more buzzwords than ap-
drastically underinvested on the who and how to plicable realities.
date, especially in embedding the talent, culture Dreamers see the long term, wanting to under-
and operation model to support digital success, as stand and pursue all the possibilities that digital
well as rebooting the IT backbone to free it from its can unlock, both on the operational side and the
slow-moving legacy past. discovering of new profi t pools or other currently
unknown opportunities.
There is no good or bad side in this diatribe. Poten-
1.3 Create waves of change tial problems arise when these two groups are left
Digital transformation and disruption cannot be unmanaged, creating a paralyzing tension. The key
achieved overnight, and digital leaders taught us pathway is effectively manage a balance between

RADAR 360
STRATEGY INDUSTRY

DIRECTION
A picture of
ECONOMIC MODEL the way your sector is
moving
DIGITAL OPERATIONS
DEPARTURE DIGITAL
A statement of digital DEPARTURE
progress to date ANALYTICS
DATA AND
COMPANY
SYSTEMS AND
VISION
TECHNOLOGY
ORCHESTRATION A clear statement
of your company’s
STEPPING STONES WAVES digital goals
Concrete steps along Stages of
Fig. 2 - Four steps can be eight pathways evolution
pursued to guide the imple-
mentation of a digital strategy
52 Impiantistica Italiana - Maggio - Giugno 2018