《Raconteur：2022年数字化转型报告（英文版）（15页）.pdf》由会员分享，可在线阅读，更多相关《Raconteur：2022年数字化转型报告（英文版）（15页）.pdf（15页珍藏版）》请在三个皮匠报告上搜索。

1、26/04/2022INDEPENDEN T P U B L I C AT I O N BY#0801R AC O N T EU R.NE TDIGITALTRANSFORMATIONDIGITAL STRATEGIES FOR WHEN THE CRISIS ENDSWHY YOU SHOULD BE USING MICROSERVICES1004HOW TO SALVAGE A FALTERING PROJECT26R A C O N T E U R.N E TD I G I TA L T R A N S F O R M AT I O N0302R A C O N T E U R.N E

2、T03/digital-transformation-2022nly 8%of companies have used a digital transforma-tion to change their busi-ness models,according to a recent global survey of CIOs by law firm Baker McKenzie.It seems that the other 92%may have been missing atrick.Done right,it can serve as the rocket fuel for an ente

3、rprise with ambitious growth plans.Take Babbel,a language-learning app created in 2007,for instance.Only a year after starting the busi-ness,the founders decided to re-write the free product and change it into a premium service.“The engineers had built a free vocabulary trainer and given it a user-f

4、riendly interface,”recalls the firms co-founder and chairman,Markus Witte.“But that interface taught us two things:that you would never learn a language from it and that we would never make money from it.Our offering looked great and was technically sound,but we soon realised that we needed to trans

5、form both the product and the culture of the business.”To truly bake language learning into the digital product,Babbel em-barked on a recruitment drive and hired more people with practical experience in learning languages who could help on the digital side.Additionally,a bold change of management st

6、yle helped to em-power and motivate staff during and beyond the transformation.“We banned the concept of ask-ing your boss,because we found that this was stopping people from taking responsibility and hinder-ing change,”Witte explains.These moves worked,with the new version helping Babbel to sell mo