03
de Novembre
de
2016
Act.
03
de Novembre
de
2016
"My function consists of systematically destroying my work place." This blunt statement comes from Victor Ronco (@victorronco), Digital Communications Manager at Skoda (part of the Volkswagen group), a company he has recently joined from Danone. He is one of the professionals who for years has been arguing for the need to implement a digital transformation that completely rethinks the way companies are organised. "Digital Managers are the heroes who are pushing forward this change within companies," said the founder and president of Íncipy & Inesdi, Joana Sánchez (@ejoana), on Wednesday during the first annual conference of this professional profile. "When you set up a new company, you now do so with a different philosophy. But in multinationals it is much more complicated," said Sánchez. That is why "vision, culture and leadership" are required. Above all, she points out, "there is no transformation without a CEO."
The challenges
Driving forward a shared process that facilitates new professionaI habits, leading a change of culture within the company, carrying out a good diagnosis of where it stands and creating a specific plan are some of the main tasks that today's Digital Managers have to cope with.
Hector Premuda (@hpremuda) is head of marketing for Spain and Portugal at Cinesa, a true giant within the Chinese Wanda group. "One out of four people who go to the cinema in Spain go to a Cinesa cinema," he says. For Premuda, with just over a year at the company, the main challenge continues to be "aligning digitalisation with the company's global strategy." From his area of expertise, he argues for "leading through data, through knowledge of the client." At the same time he insists that he makes an effort every day to "make the whole firm see the advantages of digitalisation for the company."
They are advantages that for Premuda cannot be ignored, especially in Cinesa's sector. "It is a business in which we all have the same films and similar premises. What makes you stand out is the experience you offer. Thanks to digital transformation we can get to know the client and personalise their experience."
"Digitalising all the orders on a world scale is essential. We have to modify the methodology of work in the entire company."Sergio Martínez has been at Pronovias for eight months as the Chief Digital Officer. "With digital you have to stop thinking about catalogue to think about sales," he points out.
For Martínez, the main challenge is to achieve a cultural change in a company that is very well established in the physical sphere, with shops and franchises, where the online store can be seen as a threat. That is why he focuses his efforts on making sure that "everyone feels the digitalisation project to be their own and that no one sees it as a loss of their job." It is a task in which "you are forced to learn psychology and where Human Resources have to be the main ally."
Victor Ronco agrees: "Digital transformation is a process of change in people. Adding new skills to the ones they already have in an area so that they can confront the change." Not long at Volkswagen, Ronco points to the need of carrying out a good initial diagnosis that allows for drawing up an adequate plan. "The best thing is for an external agent to do it. Perhaps consultants say nothing new, but they put uncomfortable truths on the table," he says. In this way, he insists, "you can see the impact of the digitalisation on a brand."
It is this initial task that begins those that follow day-to-day, which for this expert in digitalisation means "systematically destroying my work place." This is because one of his objectives is to provide support to the rest of the people who work in marketing so that they have the tools to act autonomously with digital knowledge. "Thanks to that, digital marketing rises to become a digital area that provides a service to the whole organisation," he points out.
The aims
"My basic mission is selling more while spending less," says Sergio Martínez from Pronovias with simple provocative irony. As the indicators for analysing the success of his work "are a great many," he recommends "generating quick wins that allow you to progress." For example, increasing web traffic and generating greater conversion by raising the number of appointments made online. "There shouldn't be a single young woman who is getting married who does not visit our website," he says. With years of experience in this area, he confirms that "the initial argument is very philosophical, but without tangible benefits it is very difficult to survive."
In Cinesa, Hector Premuda points to three types of indicator that allow one to see the success of digital transformation. To begin with, there is obviously the business done: "the more we can make online sales grow and the rate of online use, as well as conversion." He also refers to cultural indicators. "When they begin to ask you for more projects in this area, it is because they have understood the value of digital," he insists. Finally, he talks of reputational indicators, in other words, "what the client is saying about the brand, how they see it and how it affects the engagement with consumers."
Though it may not seem like it, many organisations have difficulties when it comes to carrying out this process. That is why Victor Ronco encourages Digital Managers to "look for people in each area of the company who can be good allies. The person who always brings an iPad to meetings could help to spread digital culture," he concludes.
The challenges
Driving forward a shared process that facilitates new professionaI habits, leading a change of culture within the company, carrying out a good diagnosis of where it stands and creating a specific plan are some of the main tasks that today's Digital Managers have to cope with.
Hector Premuda (@hpremuda) is head of marketing for Spain and Portugal at Cinesa, a true giant within the Chinese Wanda group. "One out of four people who go to the cinema in Spain go to a Cinesa cinema," he says. For Premuda, with just over a year at the company, the main challenge continues to be "aligning digitalisation with the company's global strategy." From his area of expertise, he argues for "leading through data, through knowledge of the client." At the same time he insists that he makes an effort every day to "make the whole firm see the advantages of digitalisation for the company."
They are advantages that for Premuda cannot be ignored, especially in Cinesa's sector. "It is a business in which we all have the same films and similar premises. What makes you stand out is the experience you offer. Thanks to digital transformation we can get to know the client and personalise their experience."
"Digitalising all the orders on a world scale is essential. We have to modify the methodology of work in the entire company."Sergio Martínez has been at Pronovias for eight months as the Chief Digital Officer. "With digital you have to stop thinking about catalogue to think about sales," he points out.
For Martínez, the main challenge is to achieve a cultural change in a company that is very well established in the physical sphere, with shops and franchises, where the online store can be seen as a threat. That is why he focuses his efforts on making sure that "everyone feels the digitalisation project to be their own and that no one sees it as a loss of their job." It is a task in which "you are forced to learn psychology and where Human Resources have to be the main ally."
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| Sánchez, Premuda, Ronco and Martínez revealed the reality of being Digital Managers. PGF |
Victor Ronco agrees: "Digital transformation is a process of change in people. Adding new skills to the ones they already have in an area so that they can confront the change." Not long at Volkswagen, Ronco points to the need of carrying out a good initial diagnosis that allows for drawing up an adequate plan. "The best thing is for an external agent to do it. Perhaps consultants say nothing new, but they put uncomfortable truths on the table," he says. In this way, he insists, "you can see the impact of the digitalisation on a brand."
It is this initial task that begins those that follow day-to-day, which for this expert in digitalisation means "systematically destroying my work place." This is because one of his objectives is to provide support to the rest of the people who work in marketing so that they have the tools to act autonomously with digital knowledge. "Thanks to that, digital marketing rises to become a digital area that provides a service to the whole organisation," he points out.
The aims
"My basic mission is selling more while spending less," says Sergio Martínez from Pronovias with simple provocative irony. As the indicators for analysing the success of his work "are a great many," he recommends "generating quick wins that allow you to progress." For example, increasing web traffic and generating greater conversion by raising the number of appointments made online. "There shouldn't be a single young woman who is getting married who does not visit our website," he says. With years of experience in this area, he confirms that "the initial argument is very philosophical, but without tangible benefits it is very difficult to survive."
In Cinesa, Hector Premuda points to three types of indicator that allow one to see the success of digital transformation. To begin with, there is obviously the business done: "the more we can make online sales grow and the rate of online use, as well as conversion." He also refers to cultural indicators. "When they begin to ask you for more projects in this area, it is because they have understood the value of digital," he insists. Finally, he talks of reputational indicators, in other words, "what the client is saying about the brand, how they see it and how it affects the engagement with consumers."
Though it may not seem like it, many organisations have difficulties when it comes to carrying out this process. That is why Victor Ronco encourages Digital Managers to "look for people in each area of the company who can be good allies. The person who always brings an iPad to meetings could help to spread digital culture," he concludes.