Anthony Hie, Chief Innovation & Digital Officer at Excelia, in a recent interaction with Janifha Evangeline, Editor of Higher Education Review, shared the compelling narrative of his professional journey toward becoming a leader in digital transformation and innovation. His story reflects a rich tapestry of educational pursuits and hands-on industry experience, marked by a relentless quest for knowledge and a commitment to fostering collaborative innovation. From his early career as an IT Manager to his pivotal roles in higher education, Anthony has embraced the belief that technology is not merely a tool but a vital driver of business success. Prepare to be inspired by Anthony's remarkable journey, which underscores the importance of creativity, resilience, and strategic thinking in the pursuit of excellence in the digital age.

Take us through your early educational journey and the prior industry experience that you bring to the table.

I began my education with a two-year degree in computer science. Wanting to deepen my expertise, I went on to complete an Executive Special IS Management Master’s at ESSEC Business School and a Master’s in Applied Computer Methods for Business at the University of Lorraine in France. Following this, I worked as an IT Manager for US Can Corporation, a manufacturer of steel and plastic containers. During my five years there, I gained a strong appreciation for the importance of quality and process in IT. Later, I transitioned to higher education, where I have since held roles as Chief Information Officer, Chief Digital Officer, and now Chief Innovation and Digital Officer.

What key experiences or turning points in your career led you to pursue the role of Chief Digital and Innovation Officer? How did your early professional experiences shape your approach to leading digital transformation and innovation?

I realized that IT and digital functions are not merely tools for supporting business operations but they are essential levers for creating new solutions that directly impact business success. My approach is shaped by understanding business needs and translating them into effective digital solutions. I found particular inspiration in Clayton Christensen's book, The Innovator's Dilemma, which explores disruptive innovation and how to lead it through both successes and setbacks. Through my experiences, I have learned valuable lessons from both successful and challenging projects, each offering unique insights into the process of transformation.

What are some lessons you learned early in your career that continue to influence your decisions as a CDO today? How do you balance the need for innovation with the operational stability of an organization?

I appreciate the African proverb that says, "If you want to go fast, go alone; if you want to go far, go together." I find this particularly meaningful, as activating collective intelligence is essential for driving innovation. Organizations must innovate to survive, and it’s impossible to develop a business sustainably without it. It’s equally important to integrate innovation into core strategy while managing the risks it brings.

At Excelia, for instance, we achieve this balance through initiatives like the "XL Factory" - a phygital environment where everyone is encouraged to innovate. This dedicated space for innovation allows everyone to experiment with new ideas, such as virtual reality, immersive learning experiences, and new learning experience platforms. Balancing innovation this way is crucial, as innovation is not driven by a single individual but rather by collective intelligence.

What was the biggest challenge you faced during your transition to becoming a CDO, and how did you overcome it?

For me, the biggest challenge, both in the past and still today is creating a culture of continuous change while managing resistance. This is crucial because the digital landscape is in constant flux, and success depends on effectively driving digital transformation across silos. All these factors are deeply interconnected.

How do I overcome this challenge? It comes down to team spirit. Supporting each other is essential, as is perseverance, especially given the inevitable resistance when initiating change. In my view, these soft skills such as team spirit, support, and perseverance are vital for achieving successful transformation.

How do you prioritize the integration of emerging technologies in the face of rapid digital changes and market shifts? How do you handle resistance to change when implementing digital transformation within an organization?

First, I would emphasize that prioritizing business needs over personal preferences is essential. It’s critical to engage stakeholders from the outset particularly the executive committee ensuring they have the information needed to decide on implementation, especially regarding time to market and return on investment. In terms of data and information, collective intelligence is vital, and involving all stakeholders from the beginning strengthens the foundation of any project.

Additionally, staying current with emerging technologies and monitoring market trends are crucial to standing out. This approach aligns with what we call a "blue ocean strategy," which involves identifying new opportunities and creating value rather than competing in an overcrowded market.

What skills and mindsets do you look for when building your team of innovators and digital experts? What industry-specific trends should aspiring digital and innovation leaders be paying close attention to?

That’s a great question. First, it’s essential to encourage out-of-the-box thinking. Building teams with complementary skills and diverse personalities is equally important. Regarding skillsets, having a deep understanding of data design, artificial intelligence, and cybersecurity is crucial today. These areas directly impact business processes, decision-making, and risk management. A strong blend of these three fields can significantly boost innovation, allowing for a more comprehensive and effective approach to leveraging emerging technologies.

How do you evaluate and decide which innovative ideas or digital initiatives are worth pursuing, given the potential risks involved? What role does data play in your decision-making process as a CDO, and how do you balance data-driven decisions with intuition or experience?

At Excelia, we use a method called the Method of Analysis of Business Profitability by Added Value. This approach requires evaluating ideas based on mission alignment, affordability, risk, expected organizational value, and viability to assess the acceptability of innovation. While data and information are essential in guiding our decisions on which innovations to pursue, we also balance these insights with intuition and experience, especially when navigating uncertainties. This blend of data, past successes and failures, and human insight allows for more informed and resilient decision-making.

If you could give one piece of advice to aspiring digital leaders about the future of innovation, what would it be?

As I mentioned before, to summarize, I would say: start by thinking outside the box. Secondly, seek inspiration everywhere. Don’t limit yourself to your field but incorporate insights from other fields as well to blend perspectives, creating innovative solutions that push boundaries and drive meaningful change. Additionally, cultivate an open mindset. This means continuously improving by exploring new skills, fresh ideas, and perspectives. With this approach, I believe you can succeed and foster innovation.