Strategic Alliance Magazine Q1 2018 - 34

DIGITAL TRANSFORMATION

culture from inward-looking, efficiency-based, and defensive market strategies to collaboration-enabled,
innovation-driven, customer-oriented, and solution-focused, as enabled through digital technology.
Alliance leaders potentially could show the way and
assist these organizations in developing new strategies, approaches, and go-to-market offerings.
In practice, however, this is extremely difficult to execute when you need to balance the status quo of existing
systems, processes, technology, people, and culture,
which are built around current go-to-market approach
and historical success. Yet it's an organization's ability
to reshape and evolve that will determine its future
success. The message is that no one is immune to digital disruption, so organizations need to move forward
with understanding how to leverage these new digital
technologies and new innovation ecosystems, and the
fundamental changes and opportunities they present.
This is not another Dotcom bubble!

Are there advantages to using such
technologies when partnering and collaborating?
These technologies, and many other digital technologies available (mobile, social, cloud, etc.), are
key enablers that allow organizations to rethink
and redefine how they go to market in the future.
By leveraging these new technologies an organization can create new market-focused solutions,
extend its current range of products and services,
and/or redefine entire new market segments and
entry points. The organization is effectively complementing and extending existing revenue streams
by redefining how they create customer value.
However, for an organization and its leadership
to become digitally enabled requires they expand
their current repertoire of core capabilities and
skills to include being customer-oriented, outside-in design thinking, agile and innovative, and
collaborative. Successful external collaboration
requires an ability to effectively collaborate with
other organizations and collectively create new value together. This implies that building, managing,
and orchestrating these ecosystems of partnering
relationships (alliances, joint ventures, service providers, innovators, etc.) becomes a core capability
of successful digitally enabled organizations. n

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STRATEGIC ALLIANCE MAGAZINE | Q1 * 2018



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