Transformation is a trip, not a destination – so how to transform yourself on a large scale? Gigaom Field Ctos Darrel Kent and Whit Walters explore the nuances of commercial and digital transformation, sharing their reflections on scaling businesses, value -based growth and leadership in a rapidly evolving world.
Strand: Darrel, transformation is a word so well used today – digital transformation, commercial transformation. It’s quite difficult at the project level, but for companies that seek to grow, where to start?
Darrel: You’re right. Transformation has become one of these outstanded fashionable words, but basically, it is a fundamental change. What is digital transformation? What is business transformation? It is a question of translating these major concepts into value -based disciplines – disciplines that stimulate a real impact.
Strand: It seems convincing. Can you give us an example of what it looks like in practice-how is transformation linked to the growth of the company?
Darrel: Of course. Think of a company aimed at going from 1 billion, 2 billion, 5 billion in income. It’s not just a game of figures; It is a transformation trip. To reach 1 billion, you can get there by focusing on the excellence of products. But you will not have 2 billion on the basis of the product alone – you need more. You must rethink your approach to the scale, whether through innovation, operations or culture. Finance must invest strategically, sales must evolve and leadership must align each decision on long -term objectives.
Strand: It is a fascinating change. So, is not only the scaling to sell more products?
Darrel: Exactly. The scaling requires a transformation of how you provide the value. For example, go beyond transactional sales to advisory relationships. This is operational efficiency, customer experience and innovation working together to create large -scale value. I call these disciplines based on value.
Strand: Let’s break down this a little more. You have mentioned the excellence of products, operational excellence and customer excellence. How do these concepts rely on each other?
Darrel: Big question. The excellence of the products is the foundation. When creating a company, your product must solve a real problem and do it exceptionally well. This is how you reach your first milestone – say, this billion dollars brand. But to evolve beyond that, you cannot count on the only product. This is where operational excellence comes into play. It is a question of rationalizing your processes, reducing ineffectiveness and ensuring that each part of the organization works in harmony.
Strand: And customer excellence? Where does it settle down?
Darrel: Customer excellence goes to the higher level beyond operational excellence. Again, which brings you to 2 billion does not lead you beyond. You have to change again. It is not only a question of creating an excellent product or performing a fluid operation. It’s about really understanding and anticipating the needs of your customers. Companies that master the excellence of customers create loyalty and advocacy. They do not only react to customer comments; They proactively shape the customer experience. This is where long -term growth occurs, and it is a characteristic of companies that are successfully lengthening.
Strand: It makes so much sense. So, it’s a progression – starting with products, going on operations and finally centering around the customer?
Darrel: Exactly. Consider it as a scale. Each step is based on the previous one. You need excellence of products to start, operational excellence to evolve effectively and customer excellence to ensure longevity and market leadership. And they are not isolated phases – they are interconnected. A failure in a field can disrupt the entire system.
Strand: It is a powerful perspective. What role does leadership play in this transformation?
Darrel: Leadership is everything. It starts by understanding that the transformation is not optional – its survival. Managers must defend change, align the culture of the organization on its strategy and invest in the right areas. For example, what does CFO prioritize? What technologies or process does it implement it? Everything must work together.
Strand: It is a powerful perspective. How about the leaders who hesitate to embark on such an intimidating trip?
Darrel: I would tell them this: transformation is not only to survive the present; It’s about prospering in the future. This is what Simon Sinek calls “long game”. Companies that adopt these principles – aligning value creation with their commercial strategy – will not only increase, but will give pace in their industries.
Strand: Do you have final reflections for organizations browsing their own transformations?
Darrel: Focus on value. Whether it is your customers, employees or stakeholders, each transformation effort should return to the value of the value. And remember, it’s a trip. You don’t need to make it perfect overnight, but you have to start.
Strand: Thank you, Darrel. Your ideas are invaluable.
