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Conclusion: Business leaders who have concluded that a Chief Digital Officer is required to provide a critical focus on their digital transformation plans, will find that defining the role in detail will remain an ongoing challenge because it is intensely context-sensitive.

Consequently, the first iteration of a Chief Digital Officer’s (CDO) role responsibilities, job description and person specification needs to be widely canvassed and tolerant of the ambiguity between maintaining ‘business as usual’ and a digital transformation.

A CDO role action plan is an important first step in setting and clarifying expectations.

Conclusion: Many business leaders around the world have concluded that although information and communications technologies (ICT) are mature, their own business has yet to systematically address digital transformation as an opportunity and a Digital Officer is required to provide that focus. ‘Business-as-Usual’ is an increasingly rejected approach.

A Chief Digital Officer (CDO) or similar appointment with broad responsibilities is clearly needed to deliver radical digital transformation in large or complex enterprises.

Conclusion: A high dependence on a small range of technologies can reveal and extend weaknesses in marketing strategies. Coupled with the development of mobile applications to enhance their brands, marketers have moved to one-to-one communications which entails relatively increasing marginal costs because the efficiencies of scale are discounted. The focus on metrics and CRM in order to gain a comprehensive view of customers should aim to improve marketing activity efficiency, which also includes investments.

Conclusion: Digital disruption is now a given in every industry vertical, although each is impacted in its own distinctive ways.

The drivers for connecting everything and transforming business are the desires for improving corporate agility and personal productivity. The use of utility information and communications technologies (ICT) such as Cloud and Mobility is proving to be a key enabler of Digital Transformation for any size of private or public sector business in any sector.

Transformation, agility and productivity are coming from hyper-connected people and processes.

Conclusion: consumers are de facto demanding Omni-channel customer service in digital commerce for its single consistent positive experience but Omni-channel service is only an aspiration for most businesses today.

  • Viable Omni-channel technology and IT architectures exist and are rapidly emerging but insensitive, unknowing business management is the main inhibitor to adoption of Omni-channel as the universal approach and practice.
  • Omni-channel creates a bigger scaling problem in marketing and IT than most enterprises currently envisage.
  • Leading adopters are evaluating Omni-channel service as a goal, but only investing in deployments that are immediately affordable because an Omni-channel ecosystem can be endless.

Conclusion: In an effort to reduce transaction costs governments have moved face-to-face payment-based transactions to online services. However, it is not always clear if savings are maximised and customers are totally satisfied.

If governments look to redesign services, some payment-based transactions no longer need to exist and many can be automated to the point they require no intervention from government or customer.

Most jurisdictions have failed to reduce payment-based transactions because their service delivery bodies are KPIed on the number of transactions they process.

Conclusion: Although small businesses and certain entrepreneurs are using Bitcoin, there is a business case for many other organisations to use the currency in limited conditions. It is one more transaction option that can assist commerce.

Conclusion: A major pillar for mobile transactions to gain widespread use is consumer acceptance. The various parties in the payments industry are working to convince the public of the efficacy of the technology and thereby change behaviour.

Payment vendors know that customer behaviour and usage must change for them to succeed. Altering behaviour can be difficult and costly. The adoption of cashless payments is not a done deal.

Social media is nearly ubiquitous in every market. So far social media ventures have done extremely well commercially, if not in real money, well then, at least in some discounted financial value accounting methodology.

This year the whole game, so to speak, goes up a degree with Facebook more than likely to go public with its IPO in late May according to latest reports. Forecasting what it will mean to the social media industry, to usage and apps development in a market that is already mature and fully saturated, is complex.

Conclusion: NBN’s price model combines two different views of telecommunications market pricing: how the markets actually operate and; what the policy designers of NBN perceive it to be.

Without complete agreement to resolve the price model, there are many problems being stored for the future.

Inevitably these will affect NBN adoption, profitability and also the layout of the telco landscape. In addition they present challenges to organisations and entrepreneurs with plans to utilise the NBN. The current NBN price model also appears to stop the industry trend of falling prices for telecommunications services.

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