Index

Zeynep Aksehirli (Northeastern University, USA)
Yakov Bart (Northeastern University, USA)
Kwong Chan (Northeastern University, USA)
Koen Pauwels (Northeastern University, USA)

Break the Wall: Why and How to Democratize Digital in Your Business

ISBN: 978-1-80382-188-7, eISBN: 978-1-80382-185-6

Publication date: 14 December 2022

This content is currently only available as a PDF

Citation

Aksehirli, Z., Bart, Y., Chan, K. and Pauwels, K. (2022), "Index", Break the Wall: Why and How to Democratize Digital in Your Business (American Marketing Association), Emerald Publishing Limited, Bingley, pp. 147-150. https://doi.org/10.1108/978-1-80382-185-620221010

Publisher

:

Emerald Publishing Limited

Copyright © 2023 Zeynep Aksehirli, Yakov Bart, Kwong Chan and Koen Pauwels


INDEX

Accessibility
, 66

Adhocracy

cultures
, 65

model
, 58

AI Ethics Lab
, 99–113

Alignment
, 85

Amazon
, 28, 57

Amazon Brand Metrics
, 33

American Marketing Association
, 77

Analytics dashboards
, 64

Anchoring
, 58

Architecture
, 47

firm
, 72

Artificial intelligence (AI)
, 29

Avatar
, 53

Awareness
, 33–34

Behavioral targeting
, 18

Bhargava, Rahul (Assistant Professor)
, 93–99

Bottom-up

Top-down
approaches
, 93–94

strategies
, 36

Business

logic
, 22

models
, 35, 91

objective of digital transformation
, 12

units
, 10

Business intelligence (BI)
, 66

Business-to-business customer call centers
, 28

C-Suite
, 87

Call center complaint management
, 35

Canca, Cansu (Founder and Director of AI Ethics Lab)
, 99–113

“Candidate by candidate” approach
, 43

Caribbean Cruise Lines
, 28

Channels
, 30

Chesterton’s Fence principle
, 20

Chief Data Officers
, 79

Chief Executive Officer (CEO)
, 1, 27, 85

Chief Information Officer (CIO)
, 65

Chief Marketing Officer (CMO)
, 10, 65

Cirque du Soleil
, 29

Clan cultures
, 56, 59

Clarifying meaning
, 59

Clear fences
, 21

Clear leadership signals
, 67

Commitment
, 92

Communication
, 59–60, 68

Companies
, 21

Competing values framework
, 55–56

Complex contagion
, 47

Consideration
, 33–34

Continuous improvement through experimentation
, 64–65

Coordination
, 85

Corporate executives
, 16

Craft milestones
, 59

“Create, test, prove, roll” culture
, 64

Creative groups
, 57

Credibility
, 42

Cross-disciplinary
, 45–47

Cultural goals
, 39–41

Cultures
, 58–60

Curbside pickup
, 69

Customer journey maps
, 30–31

Customer onboarding
, 35

Dashboard
, 66

Dashboarding
, 96

Data analytics
, 17

Data democratization
, 73

Data Literacy
, 93–99

Data science function
, 57, 72

Data scientists
, 49–51

Data services
, 91

Data-based business models
, 91

Day-to-day operations
, 57

de Aguiar, Daniela (Senior Analyst)
, 123–126

Department of Defense (DoD)
, 104–105

Design & Civic Tech
, 93–99

Design thinking
, 47

Digital, Analytics, Technology and Automation Initiative (DATA Initiative)
, 2

Digital business transformation
, 10

Digital culture
, 41

Digital technologies
, 2

Digital tools
, 58

Digital transformation
, 1–2, 27, 39, 54, 63, 97

academic research on
, 10

benefits
, 4

business objective
, 12

companies start digital transformation before setting goals
, 23

criteria to identify necessary talent
, 41–43

cross-disciplinary
, 45–47

fear of missing out on
, 16–19

hire right people
, 43

history
, 24

key positions in organizational networks
, 47–49

merging technical and business skills in digital transformation
, 49–51

new and existing knowledge
, 43–45

obstacles for
, 10

pitfalls in
, 68–76

stages
, 16

technical vs. cultural goals
, 39–41

three stages of
, 21–23

vision for
, 9

Digital transformers
, 69, 71

Digitalization
, 21–22

dream team
, 40

reevaluate product and customer journeys for
, 28–34

Digitization
, 21

Digitization of workflows
, 91

7-Eleven
, 65

Enterprise-wide analytics
, 66

Ethical decisions
, 102

Ethical issues
, 74

ETL process
, 89

Experimental approach
, 64

Experimentation

continuous improvement through
, 64–65

levers
, 65

Explicit IT integration
, 66

Feelings
, 30

Firm-wide IT infrastructure
, 65

Firms
, 18–19, 23–24

Formal IT integration
, 66

Gap analysis
, 27

develop and execute architecture to support new journeys
, 34–37

reevaluate product and customer journeys for digitalization
, 28–34

General Electric
, 57

GigaOM industry conference
, 17

Goals
, 15

digital transformation before setting
, 23

fear of missing out on digital transformation
, 16–19

process for setting right goals
, 24–25

setting
, 19–21

three stages of digital transformation
, 21–23

Google
, 57

Harm
, 20

Hay, Jon (Vice President, Data, Intelligence and Analytics)
, 113–123

Hierarchy
, 57

culture
, 59

Hiring scrums
, 43

Hoyne, Neil (Chief Measurement Strategist)
, 126–128

Human Resources (HR)
, 40

Incentives
, 68

Incremental solutions
, 28

Incumbent firms
, 22

Information systems
, 2, 10

Information technology (IT)
, 19, 21, 44–45, 47, 63, 65–67

Insight
, 92

Insight Discipline, The
, 77

Institutional and societal implications
, 10

Integrative model of attitudes and actions
, 32

Interactions (IT)
, 74

IRBs
, 112

“I-shaped” skills
, 48–49

Iterative experimentation
, 40

Journalism
, 93–99

Kee Chin, Jit (Chief Data and Innovation Officer)
, 90–93

KPIs
, 80–82, 84–85

Leadership
, 74, 90

complementarity
, 41–42

development
, 60

Learning
, 63

Levers
, 59–60, 65, 67

Machovoe, Meredith (Head of Business Insights)
, 128–135

Managerial incentives
, 20

Managerial leadership
, 67

Managerial support
, 67

levers
, 67–68

Managers
, 16, 33, 36

Market culture
, 57–59

McQuillan, Patrick (Head of Data Governance)
, 80–90

Metrics
, 65–67

Microservices
, 28

Microsoft
, 75, 107

National Geographic (Nat Geo)
, 74, 76

Nested adaptive cycles (NAC)
, 10

ecological model
, 11

framework
, 10–11, 27

Network science
, 48

Oculus Quest
, 76

Open culture
, 55

Open process approach
, 55

Open technology
, 55

Open-floor plan
, 55

cultures
, 58–60

organizational culture
, 55–57

Organic Growth Playbook, The
, 78

Organizational culture
, 55–57

Organizational networks, key positions in
, 47–49

Organizational stakeholders
, 66

Organizational transformation
, 2

Organizations
, 55, 57–58, 66, 69, 85

Over-centralization
, 72

Payment system switches
, 35

Pitfalls

continuous improvement through experimentation
, 64–65

in digital transformation
, 68–76

levers
, 65, 67

managerial support
, 67

metrics and IT
, 65–67

Predictive analytics
, 29

Procter and Gamble
, 65–66

Product and Price, Place and Promotion (4Ps)
, 28

“Professional” users
, 112

Radical solutions
, 29

Real-time customer feedback
, 40

Saffo, David (Researcher and Doctoral Candidate in Computer Science)
, 135–142

Senior management
, 35

Sensemaking
, 46

Shannon, Tyler (Senior Design Strategist)
, 142–147

Skill relevance
, 42

Specialization, lack of
, 75

Storytelling
, 83

Strategic digital transformation
, 22

Streetlight effect
, 19

Symbols
, 59–60

Tech debt
, 75

Technical and business skills in digital transformation
, 49–51

Technical goals
, 39–41

Technical skills
, 69

Technology
, 24

as driver of digital transformation
, 10

Tesla
, 57

Thoughts
, 30

Three-dimensional films (3D films)
, 53–54

Top management
, 10, 65

Top Management Team (TMT)
, 10

Top-down

approaches
, 93–94

management style
, 35

strategies
, 36

Touchpoints
, 30

Tried-and-true approaches
, 27

“T-shaped” skills
, 48–49

Two-by-two matrix
, 70

Unaligned priorities for digital in organization
, 73

Value chain
, 91

Value creation
, 22

Vice Presidents (VPs)
, 79, 87

Victoria’s Secret
, 57

Virtual reality (VR)
, 76

Wikipedia
, 57

Williams-Sonoma
, 65

Willingness to pay for specialized talent
, 75

Word-of-mouth
, 31

YouTube
, 94