Getting Digital Done

Today’s world is moving at a rapid pace. As technologies improve and markets change, companies need to be able to adapt and transform to meet the demands of their consumers. But the process of “going digital” takes more than a simple change in tech. Sometimes, a complete change of operations is needed.

In Getting Digital Done, the author team from ModOp, show how any company can enact significant change in their company to implement digital solutions. And as you’ll learn, the actual technology is the last thing to consider. Follow along as the authors tell a story of a company struggling to adapt. The CEO consults with ModOp who presents a compelling strategy for digital implementation. Along the way, you’ll discover the importance of obtaining buy-in from the people who will deliver the work and, and you’ll find a framework for implementing a digital strategy within your own business.

By the end of the book, you’ll understand the next steps you need to take to undergo a digital transformation. Change isn’t easy. But with the right plan, you’ll be well prepared to navigate the shifting demands of the modern world.

ERIC J. BERTRAND is the CEO of Mod Op, a full-service digital marketing agency, a position he has held since the company's formation in 2017. Mod Op was created through the merger of Eyeball, a New York–based creative firm, and Modus Operandi, a digital-focused agency. Under Bertrand's leadership, Mod Op has integrated creativity with technology, establishing itself as a leading insights-driven marketing agency. The company's services include brand and creative strategy, data, AI and digital transformation consulting, digital media, UX/UI and website development, and public relations. Bertrand's career spans various executive roles. He is also the Chairman of US Vision, a leading eyecare retailer. His previous roles include CEO and partner at Eyeball, Partner at Palisade Capital Management's Private Equity Group, and board member of 35 companies, both private, public, and not-for-profit. In recognition of his leadership, Bertrand was awarded The CEO Forum Group's "Transformative CEO Award in Leadership" in the category of Digital Transformation in 2024.

LEN GILBERT is EVP, Head of Strategic Consulting, responsible for managing Mod Op's consulting and market intelligence business. Gilbert has over twenty-five years of industry experience and is passionate about helping clients understand their digital potential. Keen to find new opportunities for growth, he enjoys addressing even the most complex business challenges. Before joining Mod Op Strategic Consulting in 2015, Gilbert was the VP and Head of Business Development and Channel Sales at Yodle, a provider of SaaS platform-based customer acquisition and CRM solutions. His previous roles include VP, Head of Directory Products and Customer Experience at LexisNexis; Vice President of eBusiness Development at The McGraw-Hill Companies; and ten years at Barnes & Noble and BarnesandNoble.com, where he headed Business Development, Gift Cards and Strategic Partnerships, and Distance Learning. Gilbert also serves on the board of Equality Charter School in the Bronx.

JONATHAN MURRAY is Chief Strategy Officer, responsible for platform transformation and strategic innovation engagements through a unique blend of business strategy, sales, marketing, operations, and policy experience. His deep expertise in modern platform architecture and engineering makes him the ideal partner for clients needing to understand and address the complex factors at play in an accelerating global digital transformation. Murray has twenty-five years of experience in digital transformation and is passionate about helping forward-looking executives turn strategy into results by enabling organizations to thrive in a digital world through empowered cultures and modern operating models. Before joining Mod Op Strategic Consulting in early 2016, he held executive roles at The New York Times, Warner Music Group, and Microsoft.

Introduction

Chapter 1: Why Becoming Digital Matters
Chapter 2: Stage 1—Uncovering Market and Growth Opportunities
Chapter 3: Stage 2—Formulating a Strategy, Prioritizing, and Assessing Capabilities
Chapter 4: Creating a Platform Strategy and a Technology Road Map
Chapter 5: Planning for Execution
Chapter 6: Implementing Modern Product and Project Management
Chapter 7: Implementing Agile
Chapter 8: Program Management and Implementation
Chapter 9: Managing Change
Chapter 10: Educating the Board about Digital

Conclusion