416: Digital transformation of product projects – with Tim Bottke, PhD

A framework for digital transformation – for product managers Today we are talking about digital transformation and why it matters to product managers and leaders. Tim Bottke is an Associate Professor of Practice in Digital Transformation at SDA Bocconi School of Management in Milan, Italy. He is also a Senior Partner at Deloitte Germany, specializing in digital transformation. Tim has more than 22 years of top management consulting and digital transformation experience, working with clients in more than 20 countries. He is also author of the new book, Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments. Summary of some concepts discussed for product managers [1:54] What is digital transformation and why does it matter? It’s a good question with a not-so-easy answer.  There’s not much of a common definition of what digital transformation is all about. It’s a transformation process toward digital. It’s just one tool that can help companies transform. It needs a good product to succeed. Just to say something is digital doesn’t make it any better. You need to find something that is better than the competition and is fulfilling customer needs. Digital can be a great help in making this happen but it’s not the solution in itself. Digital transformation is about the strategy you follow, because if you don’t know where you’re going, you spend a lot of money for digital hype buzzword technology that is not making any customer more happy or any product more profitable. Digital transformation is not an objective by itself. It’s a means to an end, and if no one has thought about what the end should be, it’s probably not a good idea. [5:59] What is an example of a successful digital transformation? Let’s take the example of a telecom company. In a traditional business model, if a customer had an issue with the product they had to call the call center or walk into a shop. Sometimes the people can help, but sometimes the customer has a terrible experience. If this experience is transformed to digital-first, the customer opens an app on the smartphone and does everything themselves—no human intervention and no possibility for anyone messing up in the process. As product specialists, you should think about the segments you want to serve. In many markets, you have segments that are not digitally savvy, and for them some of these transformations can lead to a worse experience, because there would be fewer people in the call center or the people in the shop would no longer be trained to help. If you want to serve your larger customer base, every product needs to accommodate not just the digitally savvy people. Many other industries are following the telecom industry. Take the car industry. Car companies never had any end-customer connection. They produced cars and gave them to retail networks, and only the retail networks had direct customer interaction. That’s now changing. More manufacturers are doing direct sales, and all the new companies like Tesla are thinking about their product end-to-end, including the sales journey, and taking full control of everything. As more and more subscription-based models come into place for more and more products, the companies really need to know their end customers. By selling directly, they suddenly have data, When I started working in the telecom industry, we walked into stores and watched people buying things to see how they behave. The more digital everything becomes, people think data can replace that customer interaction, but data never show emotions.  If you don’t know how it feels to buy this product, you shouldn’t do a strategy for the product, because probably you’ll be terribly wrong, and no data on this planet will help you if you don’t do customer research in parallel.