Digital Transformation
Disruption: you could call it the revenge of digitalization. Those of us who lived through the dot-com era around the turn of the century may remember how stock prices skyrocketed due to the combined promise of digitalization and the internet. The internet was expected to lead to entirely new business models and rapidly transform entire industries. The business establishment stood by and watched. Working with a personal computer (PC) in the office, emailing instead of faxing or calling—that was one thing, a bit of online business development was just about acceptable, but an entirely new business model or a new strategy solely because of the internet? I didn’t think so!
That was back then: the days of slow dial-up internet, exponentially less computing power, memory chips, and so on. The internet hype came and went. With the exception of a few companies, such as Google and Amazon, many of the new internet companies went down without a trace. Now we have WiFi and 5G, and above all: extremely powerful computers that can effortlessly handle complex software, often equipped with artificial intelligence (AI) solutions. The dreams of the dot-com era are becoming reality right now. Innovations related to mobile and social media are the order of the day. Sales are increasingly happening through websites and social media rather than through brick-and-mortar stores. Entirely new strategies are leading to new business models, which in turn are leading to changing value chains. An internet platform like Marktplaats has transformed numerous sectors. The large corporations that stood on the sidelines, almost bored, at the turn of the century, are now themselves forced to undergo a digital transformation. That disruption doesn’t stop where we are now. Major themes such as climate change, the focus on sustainability, the stakeholder model, social impact, and the rise of purpose-driven organizations demand that our brightest minds focus on even faster digitization, digital innovations, and software solutions.Digitalization is also revolutionizing the business world. Agile working, agile organizations, international decentralization, the rise of all kinds of robotics, and automation in general: none of this would be possible without digitalization—and especially the use of data, which is made available via cloud applications to anyone who needs it.
The rise of GenAI has accelerated the digital transformation. Organizations must adapt to this development. This, too, will shift business models and transform sectors beyond recognition. Add to that the enormous geopolitical influence that social media increasingly wields, and we can conclude that the digital transformation is far from complete.
Vincent Tuk (Eneco): ‘Data is key in this new energy world’
For energy supplier Eneco, data forms the basis for both commercial activities and the pursuit of a more sustainable transition. Chief Technology Officer Vincent Tuk and his team of six hundred employees play a crucial role in the organization’s tech-first ambitions. ‘But non-technicians need to be equally aware of the possibilities of data and artificial intelligence. Our tech team and our business team are fully integrated.’
Read more
Since February of this year, Stacey Caywood has officially been at the helm of data provider Wolters Kluwer. She is taking the helm during a challenging time. While outsiders and shareholders are sometimes skeptical about the impact of artificial intelligence on the data specialist’s revenue model, Caywood sees a huge surge of energy within the company and puts the threat into perspective. ‘In the past, we have successfully monetized such technological transitions. ‘I have every confidence that we will do so again.’
What must companies, organizations, and the government do to survive in the digital age? Hilde van der Baan and Gijs Linse of A&O Shearman explore this question in depth in a series of articles in Management Scope. This time, they speak with Jeroen Tiel, CEO of Randstad Group Netherlands, about the impact of AI on the labor market. ‘The speed of change is overestimated, but the impact is underestimated.’
Stacey Caywood (Wolters Kluwer): ‘AI gives us new energy’
Since February of this year, Stacey Caywood has officially been at the helm of data provider Wolters Kluwer. She is taking the helm during a challenging time. While outsiders and shareholders are sometimes skeptical about the impact of artificial intelligence on the data specialist’s revenue model, Caywood sees a huge surge of energy within the company and puts the threat into perspective. ‘In the past, we have successfully monetized such technological transitions. ‘I have every confidence that we will do so again.’
Jeroen Tiel (Randstad): ‘The labor market must be priority number one’
What must companies, organizations, and the government do to survive in the digital age? Hilde van der Baan and Gijs Linse of A&O Shearman explore this question in depth in a series of articles in Management Scope. This time, they speak with Jeroen Tiel, CEO of Randstad Group Netherlands, about the impact of AI on the labor market. ‘The speed of change is overestimated, but the impact is underestimated.’
.jpg)
.jpg)
The first CIO in Shell's history to report directly to the CEO talks about the crucial role of digitization in the energy transition, the impact of AI, and why humility is essential for success. Robbert van Rutten: ‘The change in the reporting line recognizes that the impact of technology is undeniable and creates an opportunity to accelerate.’
Technology, with artificial intelligence in particular, is forcing organizations to rethink everything from strategy to culture, from revenue models to personnel. The digital age is not just a new phase of technological innovation and is not limited to AI; it is a fundamental transformation. Entrepreneurship also means anticipating the ethical, social, and economic impact of this transformation. What must organizations do to survive in this era? Hilde van der Baan and Gijs Linse of A&O Shearman will explore this question in the coming months.
Cybersecurity directly affects the strategy, reputation, and future-proofing of organizations. In fact, digital resilience is increasingly becoming a differentiator in the market. Fortunately, most organizations recognize this themselves, writes Nadeem de Vree of KPN. At the same time, leaders often struggle with translating technical complexity into executive decision-making. These three steps can help organizations increase their digital resilience.
Robbert van Rutten (Shell): ‘A more flexible and competitive IT organization’
The first CIO in Shell's history to report directly to the CEO talks about the crucial role of digitization in the energy transition, the impact of AI, and why humility is essential for success. Robbert van Rutten: ‘The change in the reporting line recognizes that the impact of technology is undeniable and creates an opportunity to accelerate.’
Entrepreneurship and survival in the digital age
Technology, with artificial intelligence in particular, is forcing organizations to rethink everything from strategy to culture, from revenue models to personnel. The digital age is not just a new phase of technological innovation and is not limited to AI; it is a fundamental transformation. Entrepreneurship also means anticipating the ethical, social, and economic impact of this transformation. What must organizations do to survive in this era? Hilde van der Baan and Gijs Linse of A&O Shearman will explore this question in the coming months.
Digital resilience in three steps
Cybersecurity directly affects the strategy, reputation, and future-proofing of organizations. In fact, digital resilience is increasingly becoming a differentiator in the market. Fortunately, most organizations recognize this themselves, writes Nadeem de Vree of KPN. At the same time, leaders often struggle with translating technical complexity into executive decision-making. These three steps can help organizations increase their digital resilience.
Raymond van Eck (Fairphone): ‘We are done being the exception’
What do organizations need to do to survive in the digital age? This series on entrepreneurship in the digital age will explore that question in depth over the coming months. This time, we speak with Raymond van Eck, who has been CEO of Fairphone for a year and wants to scale up as a producer of sustainable and fair smartphones without compromising on core values. ‘If we want to show the industry that you can produce consumer electronics in an ethical way, we will have to prove that you can be successful doing so. That means we now have to take commercial steps to achieve some serious scale.’
Read moreMost read
Vroukje van Oosten Slingeland (ING Group) on AI Applications in Legal
When it comes to generative artificial intelligence (GenAI), the egg of Columbus has not yet been hatched, says Vroukje van Oosten Slingeland, general counsel at ING. The future potential of AI is great, she thinks, also for lawyers: ‘However, human intervention will always be important to steer artificial intelligence in the right direction.’
.jpg)
Bart Leurs (Rabobank): ‘We Implemented a Temporary AI Stop’
Data, financial and non-financial, are essential for Rabobank. Chief Innovation and Technology Officer Bart Leurs talks enthusiastically about the opportunities associated with the Artificial Intelligence era and how he is preparing the organization on this front.
Process intelligence in the energy transition
Aart Rupert (Damen) on the battle between IT and craftsmanship
Europe’s path to digital sovereignty
Chantal Vergouw (KPN): ‘Still much to be gained with digital resilience’
Alexander Zwart (Rabobank): ‘We will not settle for over complexity’
Arjen Boersma and Hessel Dikkers: ‘We are truly dependent on one another to keep our trains running
Safe use of AI in the Workplace: Guidelines are Essential
Directors need to really embrace the changes caused by digitization, as this transformation will never be finished. CDO Bart Delmulle, responsible for PostNL's digital acceleration program, advises directors to keep looking over their shoulder - there will always be someone who is quicker to respond to the abundantly available technology. Delmulle shares seven key lessons learned about opportunities, challenges and success factors in transforming to a digital-first business.
Digital transformation must go beyond the implementation of new technologies: it requires a fundamental change in the way organizations and employees operate. Bianca den Elsen and Lieke van Kleffens provide five recommendations on how to effectively use change management during this process.
A Healthy Sense of Paranoia Can Only Benefit the Digitization Revolution
Directors need to really embrace the changes caused by digitization, as this transformation will never be finished. CDO Bart Delmulle, responsible for PostNL's digital acceleration program, advises directors to keep looking over their shoulder - there will always be someone who is quicker to respond to the abundantly available technology. Delmulle shares seven key lessons learned about opportunities, challenges and success factors in transforming to a digital-first business.
How to Increase Involvement During the Digital Transformation
Digital transformation must go beyond the implementation of new technologies: it requires a fundamental change in the way organizations and employees operate. Bianca den Elsen and Lieke van Kleffens provide five recommendations on how to effectively use change management during this process.
Masterclass AI: ‘A Huge Impact on the Corporate World’
Vroukje van Oosten Slingeland (ING Group) on AI Applications in Legal
‘Legal + GenAI’: Ample Opportunities for The Taking
Three Female Executives Discuss Generative Artificial Intelligence: ‘A Significant Call to Action’
Directors, Adhere To Your Own Cybersecurity Policy
