The insights report is a follow-up to Deloitte's Digital Disruption - Short fuse, big bang research, which was released last year and seeks to identify the extent of digital's impact on the 18 key industries driving Australia's economy in the five years to 2017.
Telstra is currently at the end of a three-year digital agenda that started with the creation of a dedicated digital channel group alongside retail and contact centres. Over the next three years, the telco plans to expand out its digital capabilities across the wider business.
While agreeing that there is no right way of embracing digital, Schenkel said Telstra had to change its core operational approach to become more digitally aligned. To do this, digital activities needed to be part of the core operational framework.
"We started with good support for the digital agenda… but it needs much more than just the CEO or executives to be supportive," he said. "In an organisation like Telstra, which has many layers of management, and where people's careers are vested in the old ways of doing things, support has to be more than just funding or resourcing. You have to convince these people that they have to change the way they work and that there's a future for those on the digital journey with us."
Schenkel said having equal footing with his retail and contact centre peers allows teams to work more closely together and execute digital in a more coordinated fashion.
"We operate at such a scale and our operations are so visible, we can't just disrupt these areas, we have to go on a journey together," he said. "My targets, challenges and product sets are the same as my colleagues. I can't win if my colleagues aren't successful."
Expectation management was also vital if the digital transformation was to stick at Telstra, Schenkel continued. He explained Telstra Digital's portfolio has three tiers: Quick and visible wins; core commercial activities that require meaningful investment but deliver significant payback; and pure infrastructure investments.
An example of a quick win was servicing customers through social channels, while significant technology infrastructure investments included replacing the identity layer at Telstra, a project worth millions of dollars.
No comments:
Post a Comment