Decisively Digital. Alexander Loth

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Название Decisively Digital
Автор произведения Alexander Loth
Жанр О бизнесе популярно
Серия
Издательство О бизнесе популярно
Год выпуска 0
isbn 9781119737292



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and add customizations if needed (5 points) Process Automation, Blockchain, & IoT Digital Maturity Organizational Readiness How does your organization automate (small) processes? How does your organization enhance existing processes? ✓ We don't do that (0 points) ✓ We'd better not touch it (0 points) ✓ We have some legacy VBA/Java/etc. code (1 point) ✓ A change request needs to be filled out and signed on paper (1 point) ✓ We use a low-code solution that everyone understands (5 points) ✓ A change request needs to be sent by email (2 points) ✓ Everyone can use drag & drop to easily modify an existing process (5 points) Sum: ____ Sum: ____

      1 1 Schwab, Klaus, The Fourth Industrial Revolution. Geneva: World Economic Forum, 2016.

      2 2 “Disney Strikes Streaming-TV Gold,” The Economist, November 12, 2020 (www.economist.com/business/2020/11/14/disney-strikes-streaming-tv-gold).

      3 3 Microsoft, “AXA Ensures Innovation in Digital Customer Service and Empowers Employees with Microsoft 365,” November 13, 2019 (customers.microsoft.com/de-DE/story/765562-axa-insurance-m365-casestudy).

      4 4 Tapadinhas, Joao, and Idoine, Carlie, “Citizen Data Science Augments Data Discovery and Simplifies Data Science,” December 9, 2016 (www.gartner.com/en/documents/3534848).

      5 5 Loth, Alexander, Visual Analytics with Tableau. Hoboken, NJ: John Wiley & Sons, 2019.

      6 6 The Digital Strategy Big Picture Template is available online within the Supplementary Material section on the Decisively Digital companion website: www.decisivelydigital.org/supplementary-material/.

      7 7 “Gartner's Big Data Definition Consists of Three Parts, Not to Be Confused with Three ‘V's,” Forbes, www.forbes.com/sites/gartnergroup/2013/03/27/gartners-big-data-definition-consists-of-three-parts-not-to-be-confused-with-three-vs/

Part II Digital Culture and Modern Work

Photograph of Elissa Fink, former CMO, Tableau Software.

      Elissa Fink, former CMO, Tableau Software

      Source: Erin Rinabarger

      In this interview with Elissa we are going to explore how to charge a brand with culture and how this also helps in hiring people.

      Alexander: As CMO you were creating a culture that is unique for a B2B software company. How did you discover Tableau? How did you become Tableau's CMO?

      Elissa: I discovered Tableau as I was browsing the web — my very first exposure was when I was looking for Excel add-ins to help me force Excel to be an analytical tool. In fact, I was a Tableau customer before I even joined the company!

      But Tableau became front and center to me when I wanted to relocate to be closer to my extended family. I read a LinkedIn job description, and the way that the company described itself intrigued me. I had downloaded the product, and I knew this product was going to change the world. So I really wanted to be part of this company.

      Alexander: That is indeed an amazing journey. How far in advance did you plan? Did you have a vision for the first six months, first year, or even five years?

      Elissa: Because I saw from the start how the product was just going to change things and revolutionize the industry and the way people use data, I always had a long-term sense of where we were going to go. Being a small startup, you do have to think deeply and think long term, but act quickly in the short term and constantly be taking small steps that prepare you for the long term.

      Community in particular is a great example of that. I knew the community was going to be a critical linchpin even before I joined the company. We have always been mindful of making sure that our community, even when it was small, really felt part of something and they were connected to each other.

      Alexander: Very interesting approach. How much did you have to adjust your vision over time? How much did you have to align your vision with the C-level team? How much freedom did you get?