Many traditional businesses are struggling to cope with the new rules and environments in the digital era. In The Digital Transformation Playbook, David Rogers shares this important insight: that digital transformation involves much more than technology; it’s about a holistic change of strategy and an entirely new way of thinking. In our free version of The Digital Transformation Playbook summary, we’ll outline his research findings on how you can rethink your business for the digital age using 9 key strategic planning tools in 5 strategic domains. Although the book focuses on enterprises established before the Internet age, the insights and tools are applicable to any modern business.
To transform your business, you must think differently in 5 strategic areas (customers, competition, data, innovation and value) and proactively manage disruptive business models. In this article, we’ll outline some of these key ideas. In our full 18-page summary you can get a more detailed overview of (i) theories and tools for managing disruptive technology and businesses, and (ii) the shift in strategic assumptions, key frameworks & concepts, tools and organizational challenges for each of the 5 domains.
The Digital Transformation Playbook: 5 Strategic Domains
SHIFTS IN STRATEGIC ASSUMPTIONS
Digital technologies have fundamentally changed the environment and rules in business. To transform your business, you need to unlearn old ways of thinking and embrace new strategic assumptions in all aspects of your business. Based on extensive research, David Rogers has organized them into 5 strategic domains. Here’s a quick overview of the key changes from analog to digital:
1. CUSTOMERS: HARNESS CUSTOMER NETWORKS
Traditionally, customers are seen as mass markets. Firms create products and use mass communication to reach/serve as many customers as possible. In the digital era, we’re dealing with dynamic customer networks. There’s now a 2-way relationship with customers, who don’t just buy products but also influence one another and businesses. The key is to leverage customer networks to engage, empower, and co-create with your customers. For example, bible app YouVersion allows users to read the Bible in various languages, and highlight/bookmark/ share what they’re reading. By tracking which verses are popular, preachers can customize their online sermons and reading plans for various communities.
Strategic Concepts and Frameworks
In the book, Rogers details several powerful concepts to help you think about networked customers: the (i) Marketing Funnel and (ii) Path to Purchase help you to understand customers’ broad psychological states (Awareness => Consideration => Preference => Action => Loyalty => Advocacy) and help you zoom in on specific customer behaviors to optimize the consumer experience across multiple touch-points. For example, a customer may shop in a physical store while researching a product on the internet or messaging friends for feedback. There are also (iii) 5 Network Behaviors that drive customers’ adoption of new digital experiences, and (iv) 5 Network Strategies that you can adopt to fulfill what network customers want: Access Strategy, Engage Strategy, Customize Strategy, Connect Strategy and Collaborate Strategy. 
In our complete book summary, we’ll elaborate on each of these concepts as well as the tools and challenges involved.
Strategic Tool & Organizational Challenges
The Customer Network Strategy Generator combines the concepts above, to help you choose the right customer strategy and develop specific ideas. However, to successfully harness customer networks, you must build a dynamic and integrated internal employee network to match the external consumer networks, and develop the required inhouse skills (e.g. social media management and content creation) to leverage customer networks.
2. COMPETITION: BUILD PLATFORMS, NOT JUST PRODUCTS
In the past, firms competed with similar firms in well-defined industries with fixed boundaries. They collaborated with other firms to supply or distribute their products/ services. In the digital age, such boundaries (and the line between partners and rivals) are blurring and constantly changing. A key to success is to go beyond products to build platforms.
Strategic Concepts and Frameworks
Platforms create value by facilitating direct interactions between ≥ 2 players. In our full book summary, you can learn more about the Platform Business Model, including (i) 4 key types of platforms, (ii) the distinct user groups within every platform, and (iii) what’s the “network effect”, (iv) the competitive benefits of platforms and and (v) the 5 key value areas in which platforms compete.
In addition, all businesses (traditional + platform) are facing 3 major competitive landscape shifts: (i) a shift from direct competition to co-opetition (ii) dynamic changes in industry boundaries which lead to an increase in asymmetrical competition and (iii) disintermediation and intermediation as digital technologies add, remove or change suppliers and intermediaries. [We’ll elaborate more on these, plus the strategic tools/challenges below, in our full summary]
Given the above, you need to rethink your landscape in terms of the entire value train, including partners, symmetric and asymmetric competitors. Your end goal isn’t to beat your rivals; it’s to maximize leverage in the value train.
Strategic Tool & Organizational Challenges
The Platform Business Model Map integrates the concepts above, helps you to analyze and visualize your value train, so you can consider (i) who to bring onboard, (ii) how to monetize your platform, (iii) who your most vital customers are, (iv) whether there’s a balance in the value given/received by each party, and (v) the implications of other players’ moves. [The steps are detailed in the book and outlined in our full version of The Digital Transformation Playbook summary. We’ll also address the key organizational challenges to be overcome].
3. DATA: CONVERT DATA INTO ASSETS
Data refers to how firms produce, manage, and use information. Most firms have been using structured data to manage their operations. However, the digital age brings huge amounts of free/affordable data from new sources that can be used to solve problems and drive innovation. The challenge is to convert such data into assets that create real value.
Strategic Concepts and Frameworks
In the digital era, every company needs a data strategy. In our complete book summary, you can learn more about the (i) 2 key data trends and (ii) 5 principles for developing your data strategy, and (iii) more details for the Data Value Generator tool.
Strategic Tool & Organizational Challenges
The Data Value Generator to helps you to apply the principles to develop and test ideas for your data strategy. To convert data into assets, you must develop the right skillsets, bridge silos for data sharing and address risk management and legal/security issues in your data strategy (e.g. cybersecurity and privacy protection).
4. INNOVATION: INNOVATE VIA RAPID EXPERIMENTATION
Innovation is the process of developing, testing, and bringing a new idea to market. In the past, market testing was very hard/costly since firms could only gather feedback with a finished/almost-finished product. Hence, product innovation aimed at minimizing the cost of failure. With digital technologies, it’s now much faster, easier, and cheaper to test new ideas, and even refine a product post-launch. The challenge is to validate ideas quickly using rapid experimentation, including A/B or multivariable testing and Minimum Viable Prototypes (MVPs).
Strategic Concepts and Frameworks
Experimentation is the repetitive process of learning what works and doesn’t work. The goal is to test as many ideas as quickly/cheaply as possible to find the best. In our full summary, you can learn more about (i) the 7 key principles of experimentation, and (ii) the differences between convergent vs divergent experiments (and which ones to use for different projects/phases).
Strategic Tools & Organizational Challenges
In our complete book summary, we break down the key steps for both convergent and divergent experiments, and explain the 4 paths you can use to launch your innovation (and possibly continue to refine/innovate post-launch). We also elaborate on the key organizational challenges to be addressed before you can innovate through rapid experimentation, including having the right culture, leadership and willingness to embrace failure as part the innovation process.
5. VALUE: ADAPT YOUR VALUE PROPOSITION
Value proposition refers to the value that a business delivers to its customers. In the digital era, it’s no longer enough to improve your current business model. New technologies can drastically change customer needs and reshape business landscapes. Step back to examine why your business really exists, what needs you truly serve, and adapt your value proposition to stay relevant. For example, the launch of the MP3 format and World Wide Web in 1993 brought a new world of possibilities. 10 years later, Apple launched the iTunes Store, creating the first legal mass-market platform for digital music sales. This created a new value proposition that transformed the way music was consumed.
Strategic Concepts and Frameworks
In our complete 18-page summary, you can learn more about (i) the 5 strategic ways to think about market value (and why value proposition is the most effective for strategic adaptation), and (ii) 3 options you can take if your market position is shrinking.
Strategic Tools & Organizational Challenges
You can also get more details about The Value Proposition Roadmap which helps you to examine your key customers and value proposition elements, identify potential threats and new offerings you can develop. To successfully adapt your value proposition, you must assign dedicated leaders who’re accountable for evolving the firm’s value proposition, allocate the necessary human and financial resources and be careful not to dismiss new trends or feedback just because you don’t see an immediate impact.
Managing Disruptive Business Models
No matter how good your planning, you can’t foresee all possible threats, especially those from asymmetric competitors. Business disruption occurs “when an existing industry faces a challenger that offers a far greater value to the customer in a way that existing firms cannot compete with directly.” The key is, the disrupter eats into the incumbents’ market share in a way the latter can’t counter. For example, Airbnb allowed homeowners to rent out their homes in a way hotel chains couldn’t replicate. GrubHub delivered food across a range of restaurants which single restaurants couldn’t compete with.
In The Innovator’s Dilemma, Clayton Christensen presented a theory of disruptive innovation. David Rogers presents an alternative Business Model Theory of Disruption which covers a wider range of variables and scenarios. Basically, he suggests that most disrupters don’t start by introducing a new technology—they apply existing technology to redesign an existing business model. And, a model is only disruptive if it concurrently meets 2 criteria: it has (i) a huge Value Proposition Differential, i.e. it offers such superior value that it displaces the incumbents’ value at least for some customers, and (ii) a huge Value Network Differential, i.e. the things that enables it to create, deliver and earn money from the value provided is so different from the incumbents that the latter can’t imitate.
We elaborate on this in more detail in our full 18-page book summary, and also explain 2 strategic tools you can use: (i) the Disruptive Business Model Map (a strategy-mapping tool to help you assess if a new challenger is potentially disruptive) and (ii) the Disruptive Response Planner (to map out your options to a potential disrupter).
Getting the Most from The Digital Transformation Playbook
So there you are, a quick overview of the 5 strategic domains to transform your business for the digital era, and some ideas on how to identify and manage disruptive businesses. In our complete book summary bundle, we provide a more detailed overview of each of these concepts in more detail. This includes an infographic, 18-page text summary, and a 30-minute audio summary. 
The book itself contains many more in-depth examples and tips, to function like a step-by-step guide for digital transformation. You can purchase the book here for the full details, or check out more resources/details at www.davidrogers.biz.
Get more insights about building organizations that leverage on accelerating technologies for exponential growth: read our Exponential Organizations summary here! Or check our summary for The Innovator’s Dilemma here.
About the Author of The Digital Transformation Playbook
The Digital Transformation Playbook: Rethink Your Business For The Digital Age is authored by David L Rogers–an author, speaker and consultant best known for his work on digital business strategies. He’s the faculty member of the Columbia Business School, advises global companies and leaders on digital transformation strategies, and is also the founder and co-host of Columbia’s BRITE conference.
The Digital Transformation Playbook Quotes
“Digital transformation is not about technology—it is about strategy and new ways of thinking.”
“Customers in the digital age are not passive consumers but nodes within dynamic networks—interacting and shaping brands, markets, and each other.”
“In the digital age, the boundaries between industries are blurring, and so is the distinction between partners and competitors.”
“In the digital era, any relationship between two businesses is a shifting mix of competition and cooperation.”
“The goal for any business is not simply to defeat, or even outperform, its direct competitors…The overriding competitive goal is to gain more leverage in its value train.”
“To succeed in the dynamic ecosystem of business today, leaders need to know when to fight and when to make peace.”
“Big data doesn’t have to have a big price tag.”
Click here to download The Digital Transformation Playbook summary & infographic
