Implementing a platform business model, in contrast to a vertically integrated organization, centers on a dynamic platform directed at the customer experience. This has impacts on the entire organization with respect to key functions (such as sales, marketing, communications, IT and analytics) as well as their alignment and governance.
While “digital” is often the reason that organizations consider a platform model, there is not a one-size-fits-all solution nor is it as simple as creating a single unit focused on digital; rather a comprehensive digital strategy is necessary to support the core strategic drivers of the business – and position the organization to respond to business opportunities and build the teams to respond with digital (and other) tools. Questions include: Will the impact of digital be focused on overall IT integration? On systems and software that provide deeper analytics for product development and sales? On marketing and communications? On social media?
Agile companies have more fluid structures in which day-to-day work is organized in smaller teams that cut across business lines and market segments. The old view of “dotted lines” begins to fade as talent and tools are reallocated according to the business need. Digital technologies facilitate a more customized tactical approach to customers as part of a larger strategy. From both IT and marketing/communications perspectives, it’s vital to understand the “whole customer” (the strategy) and what tools (the tactics) are most important to engage them.
Here’s how to design your organization for the customer experience…
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