Transformation is a journey, not a target – so how to transform on a scale? Gigaom Field Ctos Darrel Kent and Whit Walters discover the nuances of work and digital transformation, and share their thoughts about scaling, value -oriented growth and leadership in a rapidly developing world.
Whit: Darrel, transformation is a very well used word in these days-dijital transformation, business transformation. Hard enough at the project level, but where should they start for businesses who want to grow?
Darrel: You are right. Transformation has become one of the extremely used terms, but essentially about the fundamental change. What is digital transformation? What is business transformation? These great concepts are about transforming into value-based disciplines-disciplines that provide real effect.
Whit: It sounds compelling. Can you give us an example of how it looks in practice – how is the transformation associated with the growth of the company?
Darrel: Certainly. Imagine a company aiming to grow from 1 billion to 2 billion to 5 billion income. This is not just a number game; This is a transformation journey. You can go there by focusing on product excellence to reach 1 billion. However, you will not only reach 2 billion according to the product – you need more. Whether you are innovation, operations or culture, you need to rethink your scaling approach. The strategic investment of the finance, sales need to develop, and leadership should make every decision compatible with long -term goals.
Whit: A fascinating change. So, scaling is just about selling more products?
Darrel: Definitely. Scale requires a transformation on how to provide value. For example, to move on to advisory relations beyond transaction sales. This is related to operational efficiency, customer experience and innovations that work together to create value on scale. I say this value -based disciplines.
Whit: Let’s destroy this a little more. You talked about product excellence, operational excellence and customer excellence. How about these concepts based on each other?
Darrel: Great question. Product excellence is fundamental. When installing a company, your product must solve a real problem and do it extremely well. This is how you reach your first kilometer stone-this is a sign of $ 1 billion. However, you cannot only rely on the product to scal it beyond that. Operational excellence comes into play. This is about regulating your processes, reducing inefficiency, and ensuring that each part of the organization works in harmony.
Whit: And customer excellence? Where does this fit?
Darrel: Customer excellence takes it to the next level beyond operational perfection. Once again, what makes you 2 billion does not carry you beyond that. You have to change it again. It’s not just about creating a great product or doing a smooth process. This is really about understanding and predicting the needs of your customers. Companies that dominate customer excellence create loyalty and advocacy. They only do not react to customer feedback; They shape the customer experience as proactive. Long -term growth occurs here and is the distinguishing feature of the successfully scaled companies.
Whit: This is very logical. So, this is a progress – starting with the product, switching to operations and finally to centralize everything around the customer?
Darrel: Definitely. Think of it as a staircase. Each step is based on the previous one. To get out of the ground, you need customer excellence, operational excellence and long life and market leadership to scaze efficiently. And these are not isolated stages – they are connected to each other. A fault in an area can disrupt the entire system.
Whit: This is a strong perspective. What role does the leadership play in this transformation?
Darrel: Leadership is everything. It begins by understanding that transformation is not optional – survival. Leaders should be the champion, make the organization’s culture harmonious with its strategy and invest in the right areas. For example, what does CFO prioritize? What technologies or processes do COO apply? Everything needs to work together.
Whit: This is a strong perspective. What would you say to the leaders who hesitate to go on a scary journey?
Darrel: I tell them: The transformation is not just getting rid of the present; About future development. This is what Simon Sinek calls ‘long game’. Companies that embrace these principles – companies that show value with business strategies will only grow, but also determine speed in their industries.
Whit: Do you have the last thoughts for the organizations that walk around their transformation?
Darrel: Focus on value. Every transformation effort should return to offering value, whether your customers, employees or stakeholders. And remember, this is a journey. You don’t need to be perfect overnight, but you need to start.
Whit: Thanks Darrel. Your insights are priceless.
