Digitalization and Disruption
Disruption, you could call it the revenge of digitalization. Those of us who consciously experienced the dotcom era at the turn of the century may remember how stock prices soared due to the combined promise of the digital transformation and the Internet. The Internet would create whole new business models and would rapidly change entire sectors. The corporate 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 business development online was another, but a whole new business model or a new strategy for the sake of the Internet? That’s just not on!
That was back then: the days of slow-modem Internet, exponentially less processing power for computers, memory chips and so on. The Internet hype came and went. Apart from a few companies, such as Google and Amazon, many of the new Internet companies failed miserably.
We now have WiFi and 5G and above all: very powerful computers that can effortlessly handle complex software, often provided with artificial intelligence. The dreams of the dotcom era are now becoming reality. Innovations involving mobile and social are the order of the day. Selling is as much done through Facebook and Google Maps as through a brick-and-mortar shop. Completely new strategies create new business models and these create changing value chains. An Internet platform like Marktplaats changed numerous sectors. We may then indeed call it disruption. The large corporations that remained almost bored on the sidelines at the turn of the century are now themselves forced to undergo a digital transformation or digital transition, as it is sometimes called.
This disruption does not end 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 require our brightest minds to focus on even faster digitalization, digital innovations and software solutions.
Digitalization is also causing a revolution in companies. Agile working, the agile organization, international decentralization, the rise of all kinds of robotics and robotization in general: none of this would be possible without digitalization, and especially the use of data, which is made available to whomever needs it via a cloud application.
Three Female Executives Discuss Generative Artificial Intelligence: ‘A Significant Call to Action’
Although working with generative artificial intelligence systems (GenAI) can at present be compared to driving a car without brakes, no organization can afford to be passive, according to the three experts at our roundtable. ‘Leaders do not think fundamentally about the implications of GenAI for the mission and strategy often enough. It permeates the entire business operations. All executives will have to stay abreast of this.’
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The banking world was a leader in the digital transition with internet banking and mobile banking. Now, to ensure the security and reliability of financial transactions, digital acceleration has become a top priority. Alexander Zwart, chief innovation & technology officer of Rabobank, ensures that the bank has the strength and flexibility to deal with technological changes. ‘Simplification is essential.’
The CIOs of NS (Dutch Railways) and ProRail rely on each other to keep the Dutch trains running. They therefore work together closely, explain Hessel Dikkers (NS) and Arjen Boersma (ProRail). ‘Of course, we could develop IT independently. But one way or another, it all connects in the end. We know that without data sharing and cooperation, no trains will run. Our reciprocal support is vital.’
Alexander Zwart (Rabobank): ‘We will not settle for over complexity’
The banking world was a leader in the digital transition with internet banking and mobile banking. Now, to ensure the security and reliability of financial transactions, digital acceleration has become a top priority. Alexander Zwart, chief innovation & technology officer of Rabobank, ensures that the bank has the strength and flexibility to deal with technological changes. ‘Simplification is essential.’
Arjen Boersma and Hessel Dikkers: ‘We are truly dependent on one another to keep our trains running
The CIOs of NS (Dutch Railways) and ProRail rely on each other to keep the Dutch trains running. They therefore work together closely, explain Hessel Dikkers (NS) and Arjen Boersma (ProRail). ‘Of course, we could develop IT independently. But one way or another, it all connects in the end. We know that without data sharing and cooperation, no trains will run. Our reciprocal support is vital.’
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?
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.
When Ikea was forced to close its stores during the pandemic, its digital transformation progressed rapidly. CDO (Chief Digital Officer) Kevin Gamble moved over from Canada to lead the process in the Netherlands. ‘With 29 country digital managers in as many countries, we exchange knowledge, insights, and ideas. Call it crowdsourcing on a scale of 29.’
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?
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.
Kevin Gamble (IKEA) on Digitalization: ‘More Time for Value-Adding Work’
When Ikea was forced to close its stores during the pandemic, its digital transformation progressed rapidly. CDO (Chief Digital Officer) Kevin Gamble moved over from Canada to lead the process in the Netherlands. ‘With 29 country digital managers in as many countries, we exchange knowledge, insights, and ideas. Call it crowdsourcing on a scale of 29.’
Javier van Engelen (Signify) Sees a Broader Role for the CFO
What motivates Signify CFO Javier van Engelen is clear: he is convinced that the lighting company can make a positive impact and therefore wants to contribute to the group’s vision and strategy. The fields of finance, IT and data reinforce each other: ‘Insight into financial flow as well as information flow leads to a better understanding of the company - the CFO’s field.’
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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.
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
Directors, Adhere To Your Own Cybersecurity Policy
Masterclass Artificial Intelligence: ‘ChatGPT Is Not That Clever’
Pension Fund Administrators And The Challenge Of Real-Time Data
Bart Leurs (Rabobank): ‘We Implemented a Temporary AI Stop’
The digital private lives of directors and Supervisory Board members pose a cybersecurity risk. Although cybercrime is high on the agenda of virtually every Board of Directors and Supervisory Board these days, it is often the Executives and Non-Executives themselves who do not have their digital hygiene in order. The boardroom is therefore a cyber risk to its own organization.
Cyberwolf.io is the latest expert partner of Management Scope. The Belgian cybersecurity firm focuses on securing devices of individual directors and supervisors. And that is much needed, said the chairman of the Advisory Council, Jo Deblaere. “Your phone contains confidential documents from various companies and your password could be retrieved from a webshop. The biggest risks lie at the boundary between private and business spheres.”
A Board Full of Prey: Your Digital Private Life as a Business Risk
The digital private lives of directors and Supervisory Board members pose a cybersecurity risk. Although cybercrime is high on the agenda of virtually every Board of Directors and Supervisory Board these days, it is often the Executives and Non-Executives themselves who do not have their digital hygiene in order. The boardroom is therefore a cyber risk to its own organization.
Jo Deblaere (Cyberwolf.io): 'Hackers Gain Access to Corporate Networks Via the Private Sphere'
Cyberwolf.io is the latest expert partner of Management Scope. The Belgian cybersecurity firm focuses on securing devices of individual directors and supervisors. And that is much needed, said the chairman of the Advisory Council, Jo Deblaere. “Your phone contains confidential documents from various companies and your password could be retrieved from a webshop. The biggest risks lie at the boundary between private and business spheres.”
Rik Klercq (EK Retail): 'Data Standardization is the Big Challenge'
The First 100 Days as CIO B2C KPN
Supervising Digital Transformation
