Managing Digital Enterprises


Dr. Teguh Widodo, SE., ST., MM

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Week-10

Foundation of Digital Enterprise

MOD Week-10.

Digital enterprise is defined as ‘using digital technologies and networks in the activities of :

– buying and selling goods and services,

– servicing customers,

– collaborating with business partners,

– conducting communications and transactions within the organization’

We have seen such terms as digital enterprise, digital business, digital commerce, electronic business, electronic commerce, online business, Internet based business; here, these terms are treated as equivalent terms and are used interchangeably

(adapted from Turban et al. 2012, p. 38)

Week-12

Digital Governance

MOD Week-12

Sheet 8

Governance is an enabler

Organisasi hendaknya faham bagaimana caranya bila akan memutuskan portofolio digital

Hal ini memungkinkan organisasi untuk meminimalkan sebagian dari churn dan ketidakpastian dalam pembangunan dengan menetapkan akuntabilitas dan wewenang pengambilan keputusan untuk semua hal digital secara jelas.

Sheet 9

Digital Development DNA

Yakinkan bahwa kehadiran digital Anda berkembang selaras dengan tujuan stratejik organisasi

  • Kerangka tata kelola digital tidak birokratis dan tidak efektif.
  • Dirancang dengan benar,
  • kerangka tata kelola digital dapat membuat mesin bisnis online Anda menggembirakan.

Sheet 10

Organisasi dapat mengambil manfaat dari teknologi digital

Organisasi Anda membutuhkan W3C  sendiri

  • Standar terbuka yang jelas dari World Wide Web Consortium (W3C) memungkinkan World Wide Web eksis.
  • Dengan menerapkan parameter yang masuk akal untuk misi, tujuan, dan organisasi

Sheet 11

Pemimpin bisnis dan pemimpin digital senior perlu berkumpul utk menetapkan cara mengatur dan mengelola  digital secara efektif dalam organisasi mereka.

Tim digital yang bekerja secara efisien dan produktif dibutuhkan untuk menbentuk kerangka kerja tata kelola digital.

 

Sheet 12

Digital Governance

Orang yang berada dalam tim digital diberi kewenangan utk mengambilan keputusan untuk tiga wilayah berikut:

Strategi digital: Orang dalam organisasi yang menentukan arah digital

Kebijakan digital: Orang dalam organisasi yang menentukan apa yang harus dilakukan dan tidak boleh dilakukan secara online.

Standar digital: Orang dalam organisasi yang menentukan sifat portofolio digital Anda

 

Sheet 14

Digital Governance Frameworks

  • Framework diperlukan untuk mengklarifikasi siapa pembuat keputusan
  • Penting pertama memahami strategi, kebijakan, dan standar apa
  • Organisasi ini menantikan lingkungan kerja yang lebih dan kehadiran digital berkualitas lebih tinggi dan lebih efektif bagi semua pemangku kepentingan pengguna digital.

 

 

Sheet 16

Digital Transformation – Digital Strategy

Strategi Digital

  • Strategi digital memanfaatkan kemampuan Internet dan World Wide Web bagi organisasi
  • Strategi digital memiliki dua aspek: prinsip panduan dan sasaran kinerja

 

Sheet 17

Prinsip panduan

memberikan gambaran kualitatif dan efisien kepada para pemangku kepentingan tentang maksud dan nilai bisnis digital bagi organisasi.

 

Sheet 18

Lima Prinsip Panduan Wikipedia

  1. Wikipedia: sebuah ensiklopedia untuk dunia
  2. Wikipedia adalah sebuah ensiklopedia.
  3. Wikipedia ditulis dari sudut pandang netral.
  4. Wikipedia adalah konten gratis yang dapat diedit, digunakan, dimodifikasi, dan diedarkan oleh siapapun.
  5. Editor harus saling memperlakukan dengan hormat dan sivilitas.
  6. Wikipedia tidak memiliki peraturan yang tegas.

 

Sheet 19

Performance objectives

Secara kuantitatif mendefinisikan keberhasilan digital sebuah organisasi.

Sheet 20

The right set of resources

Sumber daya yang tepat

  1. People

Yang tahu cara menganalisis dan mengevaluasi dampak digital di pasar.

  1. People

yang memiliki pengetahuan dan kemampuan untuk memahami respon informasi dan visioner terhadap dampak itu.

  1. People

yang memiliki keahlian dan wewenang bisnis untuk memastikan bahwa visi digital diterapkan secara efektif.

 

Sheet 21

DO dan DON’T

DO:

Yakinkan bahwa:

  • Strategi digital Anda memperhitungkan pertimbangan bisnis.
  • Kultur organisasi Anda perlu mengarah ke digital.
  • Tdk semua industri perlu sampai ground-breaking, digital go-getter.

 

Sheet 22 – 26

Digital Transformation – Digital Policy

Dasar kebijakan digital:

Kebijakan 01: Aksesibilitas

Rincian tingkat aksesibilitas yang harus diikuti untuk memastikan bahwa semua pengguna dapat berinteraksi dengan organisasi Anda secara online

Kebijakan 02: Branding

Menentukan bagaimana organisasi Anda menjaga identitas yang diinginkan saat online

Kebijakan 03: Nama Domain

Mengelola pembelian, pendaftaran, dan penggunaan nama domain Internet

Kebijakan 04: Bahasa dan Pelokalan

Menetapkan parameter untuk bahasa yang digunakan dalam melakukan bisnis online dan informasi khusus yang berkaitan dengan pembuatan konten yang sesuai untuk lokal di seluruh dunia. Ini termasuk terjemahan, penggunaan idiom, citra, dan sebagainya

Kebijakan 05: Hyperlink dan Hyperlink

Menentukan bagaimana dan kapan itu sesuai dan tidak pantas untuk hyperlink ke konten di World Wide Web di dalam dan di luar organisasi ..

Kebijakan 06: Kekayaan Intelektual

Meliputi hak cipta dan kepemilikan lainnya atas informasi yang dikumpulkan, disampaikan, dan digunakan secara online

Kebijakan 07: Privasi

Meliputi kebutuhan privasi karyawan dan pengguna saat berinteraksi dengan organisasi secara online. Teknologi spesifik yang unik ke Web (seperti “cookies” dan perangkat pelacakan lainnya) didefinisikan dan penggunaannya dibahas

Kebijakan 08: Keamanan

Mendefinisikan langkah-langkah yang akan diambil untuk memastikan bahwa informasi disampaikan secara online (dan digunakan dalam transaksi) dan disediakan oleh pelanggan dan Karyawan digunakan dengan cara yang dimaksudkan dan tidak dicegat, dipantau, digunakan, atau didistribusikan oleh pihak yang tidak dimaksudkan

Kebijakan 09: Media Sosial

Alamat parameter untuk penggunaan perangkat lunak sosial dalam organisasi

Kebijakan 10: Manajemen Rekaman Web

Menentukan pengelolaan konten siklus penuh yang disampaikan dan dihasilkan di World Wide Web. Mungkin juga mencakup disposisi file log transaksional.

 

Sheet 27

Digital Transformation – Digital Standard

DO and DON’T

DO:

Pastikan bahwa organisasi mendokumentasikan keseluruhan standar digital, yang mencakup desain, editorial, penerbitan dan pengembangan, dan standar jaringan dan server.

 

Sheet 29

Standar

  • panduan untuk mensukseskan kehadiran digital organisasi.
  • memastikan kualitas dan efektivitas digital
  • pengalaman pengguna secara keseluruhan, masalah strategi konten, spesifikasi yang terkait dengan komponen konten berbasis situs web atau cuplikan kode yang dapat ditiru

Sheet 30 -31

Digital Transformation – The Power of the Framework

DIGITAL GOVERNANCE FRAMEWORK :

DELEGATES AUTHORITY untuk PEMBUATAN KEPUTUSAN DIGITAL tentang PRODUK DIGITAL DAN LAYANAN memungkinkan untuk DECENTRALIZE PRODUCTION MAINTENANCE

 

Sheet 32

Disperse core = inti yg tersebar

Stewardship =  penata layanan

 

Sheet 34-35

 

Sheet – 36

Your Digital Team: Where They Are and What They Do

Sheet 37

What Is Your Digital Team?

Tim digital Anda adalah kumpulan sumber daya yang dibutuhkan untuk menjaga agar proses digital berfungsi bagi organisasi Anda.

Tim digital Anda tidak hanya mencakup tim yang berfokus pada produk utama yang ditemukan di bidang pemasaran / komunikasi dan TI, namun juga kontributor konten biasa, manajer bisnis unit bisnis, vendor perangkat lunak pendukung, dan agen organisasi yang mencatat.

Sheet 38

Core Team Program Management

TANGGUNG JAWAB PROGRAM MANAJEMEN

  1. Mengawasi staf dan anggaran digital lokal dan global.
  2. Mengimplementasikan strategi digital.
  3. Tindakan dan laporan tentang efektivitas inisiatif digital
  4. Menginformasikan dan penulis kebijakan digital.
  5. Membangun dan menopang komunitas praktik digital internal.

 

Sheet 39

Core Team Product Management

TANGGUNG JAWAB MANAJEMEN PRODUK

  1. Mengawasi pengembangan dan pemeliharaan produk.
  2. Membantu pengembangan Web untuk dukungan masyarakat dan pelatihan.
  3. Mengumpulkan metrik digital.
  4. Menginformasikan kebijakan digital.
  5. Mendefinisikan standar digital.
  6. Mengimplementasikan dan mendukung teknologi infrastruktur inti.
  7. Mengembangkan dan mengelola situs web “korporat” atau tingkat atas organisasi.

 

Sheet 42

RESPONSIBILITAS TIM DIGITAL DISTRIBUSI

  1. Menjaga kualitas aspek tertentu dari kehadiran digital.
  2. Mengembangkan dan memelihara konten, aplikasi, atau data untuk mendukung kehadiran digital.
  3. Menyediakan masukan untuk pengembangan standar digital.

 

Sheet 43

Committees, Councils, And Working Groups

PERAN KOMITE, DEWAN, DAN KELOMPOK KERJA

  1. Vets dan menyetujui prinsip panduan.
  2. Membahas metrik bisnis tingkat tinggi.
  3. Memeriksa bagaimana digital harus diberi sumber daya.
  4. Curah gagasan baru atau teknologi

 

Sheet 44

Your Extended Team

Karena kecepatan perubahan di sekitar digital, organisasi sulit sekali untuk melatih tim mereka dengan semua keahlian yang relevan, sehingga memanfaatkan keahlian pengembangan dan produksi eksternal dapat membuat banyak akal – terutama dari perspektif sumber daya manusia dan fiskal.

Anda harus mempertimbangkan apakah masuk akal bagi organisasi Anda untuk memanfaatkan dukungan vendor eksternal.

 

Sheet 46

Exercise: Establishing Your Field

Siapa yang memerintah? Kerangka tata kelola digital adalah masalah organisasi

Pertama, identifikasi organisasi yang mendelegasikan wewenang. Ini bisa menjadi organisasi tingkat atas Anda, atau cabang, departemen, atau subdivisi organisasi lainnya.

Jelaskan cakupan kerangka kerja Anda.

Identifikasi komponen organisasi yang berfungsi sebagai inti, terdistribusi inti (jika ada), didistribusikan, ad hoc, dan anggota tim digital yang diperluas

—————————————————————————————————————–

 

Week-13

Digital Strategy

week13.digital.strategy

13. Digital Strategy

  1. THE ORGANIZATIONAL RESPONSE TO DIGITAL

DIGITAL TO EXECUTIVES

there are a lot of executives who need to understand the impact of digital better,but some of an organization’s inability to define and execute an effective digital strategy stems from the digital worker’s lack of basic management skills.

DIGITAL LEADERSHIP

“legacy” leadership needs to step aside and let the digital experts run the whole show. (kepemimpinan legacy perlu memberi jalan masuk digital experts utk menjalankan organisasi).

DIGITAL TEAM

Because digital teams are often led by managers who don’t understand how digital works,

digital resources may not have been developed as well as their counterparts in pure marketing or IT roles.

And it is these skills that are required in order to mature and integrate digital with the rest of the business.

Digital experts

senior leaders and digital experts

sitting in the same room having a serious conversation

about how to get digital done in their organization.

Hopefully,

while the conversation is happening, some knowledge and skill transfer can take place.

DO/DOES:

Make sure that your digital strategy is articulated via both quantitative and qualitative factors.

————————————————————————————————————————————–

  1. DIGITAL STRATEGY

(Who Should Define Digital Strategy?)

  1. The right set of resources: 3P

 

  1. People who know how to analyze and evaluate the impact of digital in your markets.
  2. People who have the knowledge and ability to conceive an informed and visionary response to that impact.
  3. People who have the business expertise and authority to ensure that the digital vision is effectively implemented.

 

  1. THE ROLE OF LEADERSHIP

A good leader should manage the following areas:

  1. Make sure that the digital strategy is informed by non-digital strategic business objectives.
  2. Ensure that the digital presence performs for the organization by pressing for and contributing to the definition of measureable outcomes.
  3. Provide market analysis and expertise, ensuring that the digital strategy is “worth the effort.”
  4. Align management for implementation of the digital strategy.

 

  1. THE ROLE OF THE DIGITAL WORKER.

The digital worker/user experience role should perform as follows:

  1. Brainstorm and invent.

à   digital functionality in order to meet business goals.

  1. Ensure that the digital presence

à   aligns with good practices and relevant emerging trends in digital

  1. Provide digital expertise and experience ensuring that

à  the digital strategy is “doable.”

  1. Ensure that the digital and non-digital experiences of the customer/user

à  make sense and produce value for the business.

  1. Align

à   organizational digital workers for implementation of the digital strategy

 

DIGITAL STRATEGY INPUTS

 

  1. Leadership Focus
  1. Executives
  2. Analysts
  3. Lines of Business Leads and “Product Managers”

 

  1. Digital Focus
  2. User Experience
  3. Senior Digitalists
  4. Content
  5. Technology

 

DON’T confuse your organizational digital strategy with your content, technology, or user experience strategies.

————————————————————————————————————————————–

 

 

 

  1. DIGITAL STRATEGY

(DO YOU REALLY NEED A SEPARATE DIGITAL STRATEGY?)

DIGITAL STRATEGY

  • DICO: digital is the product or service (think Amazon or Netflix)
    • Competition and the market have forced your organization to address digital strategy head-on.
    • The one whose role it is to define the strategy—most likely a diverse team that includes senior digital subject matter experts and business experts
    • the organization has blended the legacy business strategy and operations with digital efforts so that everything works in concert.
  • SUBTLY DISRUPTED : organizations that have more subtly or ambiguously been disrupted by digital (ice cream, thermometer, pharmaceutical)
    • digital strategy when you are not forced to do so in order to remain viable or if the impact is more subtle;
    • digital coming, but exactly how it’s going to impact your marketspace;
    • most of online happens behind firewall on intranet;
    • the integration of digital and “analog” business processes needs to happen, but in some cases that integration can be managed more gently.

DO’S : Make sure that business experts and digital experts inform your digital strategy.  Alone, neither of these resource types has enough knowledge to get the job done well.

 

————————————————————————————————————————————–

  1. DIGITAL CONSERVATIVE & DIGITAL PROGRESSIVES

(Is Your Leader a Digital Conservative or a Digital Progress)

Digital Conservatives

  • Digital conservatives are slower to leverage the capabilities of digital to augment existing or invent new business processes, products, and services.
  • being aggressive or innovative around digital is not of strategic importance
  • DON’T:
    • Expect digitally conservative leaders to eagerly adopt new technologies. Learn how to use metrics and more traditional business jargon to engage them in digital initiatives.
  • THE UNINTENTIONAL DIGITAL CONSERVATIVE characteristics

The unintentional digital conservative often has the following characteristics:

  1. Delegates digital strategy to more junior resources due to lack of interest.
  2. Feels threatened by digital
  3. Uses traditional pre-Web business metrics and tactics to evaluate and drive their business.
  4. Is often unfamiliar with the strategic capabilities of digital.
  • THE INTENTIONAL DIGITAL CONSERVATIVE characteristics:
    1. Purposely delegates digital strategy to more junior resources.
    2. Monitors how digital is impacting the organization.
    3. Incorporates new ways of measuring business effectiveness.
    4. Understands the strategic capabilities of digital and how it might be leveraged in the organization’s market.

DIGITAL PROGRESSIVES

  • Digital progressives are faster to leverage the capabilities of digital to augment existing or invent new business processes, products, and services.
  • They might be leveraging “big data” to better understand the behaviors and needs of their customer base and to shape and drive the operations of the business.
  • And you can also see the digital progressive that leans into digital indiscriminately.

THE UNINTENTIONAL DIGITAL PROGRESSIVE characteristics:

  1. Implements digital capabilities without real business case or performance objectives.
  2. Sometimes indiscriminately adopts new technologies without any real business purpose.

THE INTENTIONAL DIGITAL PROGRESSIVE characteristics:

  1. Integrates digital strategy with overall business strategy
  2. Utilizes digital capabilities to invent new ways to do business and to set norms for others in their marketspace.
  3. Tunes operational and governance practices to support the new normal of digital.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

[embeddoc url=”http://teguhwi.staff.telkomuniversity.ac.id/files/2017/12/week13.digital.strategy-1.pptx” download=”all” viewer=”microsoft”]

MOD

 

Digital Strategy_ TGW

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Week-12


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