- Solutions
Our solutions
Digital solutions combining strategy, technology, automation and people.
Technology advisory
Navigate the fast-changing world
Cloud engineering
Transformational change at scale and speed
Data solutions
Realise the untapped potential of data
AI and machine learning
Leverage your data assets
Application engineering
Optimise and grow your digital investment
Maintenance and support
End-to-end application management
Business process solutions
Manage business processes to reduce operating costs
Quality solutions
Independent testing for your systems and software
Digital experience platforms
Redesign your digital assets for the optimal customer experience
- Industries
Industries
We provide solutions tailored to your sector to assist you in identifying opportunities, realising value and opening up new markets.
Financial services
Insurance, risk management, banks, and fintech
Healthcare
Patient empowerment, lifesciences, and pharma
Retail
Functional and emotional customer experiences online and in-store
Travel
Airlines, online travel giants, niche disruptors
Media and publishing
Content consumption for the tech-driven audience
Hi-tech and IOT
Real-time information and operational agility and flexibility to respond to market changes
Logistics and supply chain
Reimagine a supply chain that is more flexible and resilient to change
Education
Create an exciting and engaging digital experience for students and departments
- Our thinking
Our thinking
The latest updates to help future-focused organisations on the issues that matter most in business.
News
Keep up to date with company news and announcements at NashTech
Digital Leadership Report
Explore insights from the latest world's largest and longest-running study on technology leadership
Insights
The latest expertise and thought leadership from the NashTech and our clients
Resources
Expert guidance on everything from complex technological issues to current trends
- Case studies
- About us
About us
Find out what makes us who we are
Leadership
The diverse leadership team at NashTech
Nash Squared
A global professional services organisation with three key areas of focus
Vietnam 360°
Experience a 360 degree all-encompassing virtual tour of NashTech’s Vietnam offices
ESG
Discover our environmental, social and governance commitments
Diversity, equality and inclusion
Making diversity, equality and inclusion an integral part of our culture
Our locations
Discover our network of global offices, centres of excellence and innovation
- English
Digital begins in the boardroom
Magnus Tegborg, CEO, and Catharina Mannerfelt, Partner at Alumni, part of the Harvey Nash Group, discuss the impact of having a digitally savvy board. This article first appeared on ComputerWeekly.com.
Successful organisations need a digitally savvy board to shape their business agenda
What does it mean for a business to be truly digital? It’s a concept that’s easy to talk about, but difficult to define.
But one thing that unites all the successful digital businesses we see is that the board is driving the technology agenda. There is a culture of digital awareness and prioritisation that starts at the top and feeds down.
Whether an organisation is highly digitised because of the nature of its business, or whether technology plays more of a supporting and enabling role, successful strategies depend on having a digitally savvy board that leads and shapes the agenda.
The fact is that most board members do not have technology backgrounds and may not regard themselves as digitally well-equipped.
Harvey Nash Group research with the London Business School conducted in 2019 found that many board members lacked confidence around their digital awareness and abilities. While digital innovation had risen towards the top of board agendas, less than half believed they had the right skills to drive digital transformation.
In the intervening period since then, a lot has changed – mainly through the effects of the pandemic. Covid naturally shifted businesses towards more digitally based strategies. It also changed how both leadership and staff work.
Everyone has become more accustomed to using online platforms such as Teams and Zoom and to collaborating and interacting more digitally. So it is likely that if we ran the research again now, confidence would have increased. Nevertheless, from our interactions with executives and non-executives, digital remains an area of some insecurity for many. It would be a brave board member who said they were completely in command of digital.
In our view, while no board or individual will ever be completely in control of what is naturally a fast-moving and disruptive force, there are a number of key elements for success.
Digital for everyone
Firstly, digital needs to become a built-in part of how the board – and, by extension, the business itself – thinks and operates. There must be a focus on ensuring that digital is integrated and infused into every aspect of the organisation’s strategy, rather than being a separate add-on. “Turn to page 18 to see the digital section of our strategy” would be a sign that a business was most likely taking the wrong approach.
Secondly, digital is something that everyone on the board needs to have an awareness of. They may not all be technical experts, but they should all understand the importance and relevance of the digital agenda and how it applies to their business.
This leads us to another key point. There is a perennial debate about which figure(s) should be on the board – the CIO, the CTO, the CDO, etc. It will vary from organisation to organisation and partly depends on personality. It is probably the case that nearly every business needs someone on the board who “represents” technology. In most cases, that is still likely to be the CIO.
Broad generalists, not narrow experts
However, boards need to guard against the default of having a “technology expert” that everyone turns to whenever a digital-related issue comes onto the agenda. Rather than being a collection of individual experts, everyone on a board should have a good strategic understanding of all important areas of business – finance, sales and marketing, customer, supply chain, digital. The best boards are a group of generalists – each with certain specialisms – who can discuss issues widely and interactively, not a series of experts who take the floor in turn while everyone else listens passively.
There is much that can be done to raise levels of digital awareness among executives and non-executives. Training courses, webinars, self-learning online – all these should be on the agenda. But one of the most effective ways is having experts, whether internal or external, come to board meetings to run insight sessions on key topics. For some specialist committees, such as the audit and/or risk committees, bringing in outside consultants – on cyber security, for example – is another important feature.
Digital as another form of disruption
All businesses are looking to bolster the digital savviness of their leadership teams and competition for the best talent is fierce. We have found that it helps to think more broadly about who the board is looking for. It doesn’t have to be a formal technologist. Digital is really another pervasive form of disruption.
Someone who has experience in guiding an organisation through any significant form of disruption or transformation – commercial, operational, regulatory – is likely to have a skillset that is in tune with the digital paradigm.
An innovation mindset across the business
One of the great prizes of a digitally aware board is that it creates the conditions to seed a digital culture throughout the organisation and encourage a mindset of innovation and new ideas. For this, boards must obviously ensure that sufficient funding is in place, such as by investing in R&D. It is also key to recognise individuals and teams who are doing great things. Spotlighting achievements can have a powerful galvanising effect.
Boards need to recognise that the job is never done. The technology agenda is constantly moving on and digital approaches are being used in ever more innovative ways. It is a continual process of keeping pace – and, indeed, looking for ways to get ahead and be the disruptor that everyone wants to be.
Read the original article HERE
Suggested articles
From rising above adversity to riding the wave of digital transformation in the education sector
Explore how NashTech help Trinity College London ride the wave of digital transformation in the education sector
Migrating and modernising the virtual learning environment to AWS for an enhanced experience
The migrated and modernised Moodle infrastructure means that The Open University can now take advantage of cloud benefits.
A glimpse into a year-long RPA journey with a leading digital advertising service
A glimpse into a year-long RPA journey with a leading digital advertising services and solutions provider and how NashTech helped them.