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.’
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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.’
AI applications have become a true CEO topic, says Hans Honig, CEO of Deloitte Netherlands. ‘More and more companies are approaching the use of AI as a transformation and are focusing on how the technology fits into their business strategy and how it can create lasting value.’ Deloitte wants to explore these possibilities with clients and tech partners. ‘We know a lot, but we do not claim to know everything. The same goes for our clients. We need to discover together what is possible.’
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.’
Hans Honig (Deloitte): ‘The time for AI pilot projects is over’
AI applications have become a true CEO topic, says Hans Honig, CEO of Deloitte Netherlands. ‘More and more companies are approaching the use of AI as a transformation and are focusing on how the technology fits into their business strategy and how it can create lasting value.’ Deloitte wants to explore these possibilities with clients and tech partners. ‘We know a lot, but we do not claim to know everything. The same goes for our clients. We need to discover together what is possible.’
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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.
Rinke van de Rhee and Mario Suykerbuyk are working under pressure facilitating the energy transition. As CDO of regional grid operator Alliander and CIO of high-voltage grid operator TenneT respectively, they are ensuring that the electricity grid is ready for the future. ‘To what extent is the energy transition a digital transformation? Completely.’
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.
Process intelligence in the energy transition
Rinke van de Rhee and Mario Suykerbuyk are working under pressure facilitating the energy transition. As CDO of regional grid operator Alliander and CIO of high-voltage grid operator TenneT respectively, they are ensuring that the electricity grid is ready for the future. ‘To what extent is the energy transition a digital transformation? Completely.’
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.’
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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.’
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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.
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
Ingrid de Swart (a.s.r.): ‘Technology Must Be Innovative but Also Manageable’
Now that artificial intelligence (AI) offers unprecedented opportunities in many areas, organizations face the challenge of anticipating these developments— consciously, and cognizant of the risks and limitations. ‘Workflows everywhere will change,’ was the urgent message during a masterclass for board members organized by Management Scope in collaboration with The Board Practice. What should leaders focus on during this transition?
What are the pros and cons of using artificial intelligence (AI)? Should employees be allowed to use AI in performing their tasks, and where have things already gone wrong? These questions were addressed during an AI masterclass for company secretaries, organized by A&O Shearman and Management Scope. What is evident is that the European AI Act, the first comprehensive regulatory framework, will have a significant impact. ‘It will not only be the big tech companies that need to comply with the law.’
Masterclass AI: 'Clean Data Are the New Gold'
Now that artificial intelligence (AI) offers unprecedented opportunities in many areas, organizations face the challenge of anticipating these developments— consciously, and cognizant of the risks and limitations. ‘Workflows everywhere will change,’ was the urgent message during a masterclass for board members organized by Management Scope in collaboration with The Board Practice. What should leaders focus on during this transition?
Masterclass AI: ‘A Huge Impact on the Corporate World’
What are the pros and cons of using artificial intelligence (AI)? Should employees be allowed to use AI in performing their tasks, and where have things already gone wrong? These questions were addressed during an AI masterclass for company secretaries, organized by A&O Shearman and Management Scope. What is evident is that the European AI Act, the first comprehensive regulatory framework, will have a significant impact. ‘It will not only be the big tech companies that need to comply with the law.’
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
Masterclass Artificial Intelligence: ‘ChatGPT Is Not That Clever’
