Executive Summary
This webinar encapsulates the key themes addressed in the discourse on digital transformation and innovation, featuring insights from Chris Airey. It explores the evolution and challenges faced in the intersection of classic design and modern technology, emphasising the significance of “outside in” product design and the impact of leadership biases on decision-making. Chris Airey emphasises the importance of fostering confidence in business and enhancing employee engagement, while also highlighting the necessity of vision, ambition, and quality in digital service design. The webinar further highlights the crucial roles of creativity and attitude in digital IT design, as well as the importance of maintaining momentum in business cases. Additionally, Chris delves into overcoming organisational inaction in the face of digital transformation, the usability of technology architecture, the complexities of managing executive change, and the challenges associated with implementing CRM tools, along with proposed solutions.
Webinar Details
| Title | Digital Mixology Book Launch with Chris Airey |
| Date | 06 October 2025 |
| Presenter | Chris Airey |
| Meetup Group | DAMA SA User Group |
| Write-up Author | Howard Diesel |
Contents
Digital Transformation and Innovation with Chris Airey
A Journey Through the Evolution and Challenges of a Gin Entrepreneur
The Intersection of Classic Design and Modern Technology
Understanding the Concept of “Outside in” Product Design
Leadership Pitfalls and the Role of Bias
Confidence in Business and Employee Engagement
Vision, Ambition, and Quality in Digital Service Design
The Importance of Creativity and Attitude in Digital IT Design
Importance of Flow and Momentum in Business Cases
Overcoming Organisational Inaction and Embracing Digital Transformation
Technology Architecture and Its Usability
Managing Executive Change: Process Over Functionality
Implementing CRM Tools: Challenges and Solutions
Digital Transformation and Innovation with Chris Airey
Howard Diesel opened the webinar and highlighted the excitement surrounding Chris Airey’s forthcoming book on digital mixology. Chris emphasised his intention to explore critical themes and share personal insights that inspired him to develop this innovative concept. He articulated a vision of integrating technology in the workplace, aiming to empower individuals rather than displacing them. This approach provides a valuable framework for navigating future workplace transformations, underscoring the importance of human-centred technology in evolving professional landscapes.
Figure 1 Realise Lasting Digital Potential
Figure 2 ‘Digital Mixology’
Figure 3 Back Story
A Journey Through the Evolution and Challenges of a Gin Entrepreneur
Chris shared that he had the opportunity to develop two unique gin brands, named Crush and Cobalt Gold, which are being bottled at a factory in Lancashire. The labels on these bottles are a significant element of their design, featuring prints of old maps of Liverpool etched onto copper plating, showcasing his passion for the city. This attention to detail not only differentiates the brands but also adds a rich, artistic flair that appeals to consumers.
Drawing upon his experience in the financial services industry, Chris realised that drink sampling often facilitated smoother meetings and enhanced connections. This insight inspired him to combine enjoyment with business, leading to the birth of his enterprise. By emphasising a blend of creativity and professionalism, Crush and Cobalt Gold reflect both his dedication to his roots and his journey into the spirits industry.
Figure 4 Chris Airey’s Gin Making Experience
Figure 5 Chris Airey’s Gin Making Experience pt.2
Figure 6 Chris Airey’s Gin Making Experience pt.3
Figure 7 Chris Airey’s Gin Making Experience pt.4
The Intersection of Classic Design and Modern Technology
After transitioning from running a gin business, Chris served as the CTO of a Danish-Polish AI company specialising in digital twins for vessel performance in the maritime industry. During this time, he recognised the valuable lessons learned from his experiences, particularly in the world of mixology. One standout figure in this journey was Dr. David Clutton, a former Diageo employee known as a “spirits designer.” He played a pivotal role in developing Chris’s drink concepts, helping to bring his vision to life.
Building on the insights gained from both the gin industry and his collaboration with Dr. Clutton, Chris envisioned a drink called Cobalt, which would cater to whiskey drinkers while being crafted from gin, aiming for a short and neat presentation. Dr. Clutton created a unique recipe that embodied this idea, as well as a vibrant and fun drink named Crush with apricot notes. Additionally, Chris mentioned their collaboration on the Chase cocktail, which was designed to attract a diverse audience. Ultimately, these partnerships allowed him to explore innovative drink creations while applying the lessons learned from his previous ventures.
Figure 8 Reflections
Figure 9 Dr. David Clutton – Mixologist
Figure 10 The Book
Figure 11 Chapter One – Tom Scarpello Mixologist
Understanding the Concept of “Outside in” Product Design
The concept of “outside in” emphasises the importance of beginning product development with user research and understanding customer needs. Chris shared that in his experience working in both government and private sector projects, he had observed that this approach is often neglected, particularly in the private sector. While some organisations conduct statistical quantitative research to gather user requirements, many tend to retroactively adjust their findings to align with preconceived ideas. This misalignment is particularly evident in the creation of SAAS platforms, where the emphasis seems to be more on aligning with existing technology rather than genuinely responding to customer needs.
Moreover, the influence of Western venture capital ideology complicates the situation, as entrepreneurs are often encouraged to identify a niche and develop products based on assumptions of market fit rather than direct customer feedback. Once they achieve some market traction, the focus shifts to expanding features based on competitive analysis rather than authentic user-driven insights. This approach perpetuates a disconnect between what customers truly want and what businesses deliver, ultimately hindering the effectiveness of solutions designed to meet real needs. It is crucial for organisations to genuinely engage with user feedback to create meaningful products that resonate with their audience.
Figure 12 What does Outside-In Really Mean?
Leadership Pitfalls and the Role of Bias
Leadership pitfalls often arise from a tendency to view challenges from an inside-out perspective, where decision-makers fail to seek impartial data that might contradict their preconceived notions. This cognitive bias leads them to reinforce their own beliefs instead of exploring alternative viewpoints. As a result, many leaders shy away from data that could challenge their solutions, prioritising their desire to succeed and be perceived as problem-solvers over the need for objective insights.
This issue is particularly pronounced in corporate environments where C-level executives are compensated for immediate performance rather than the long-term health of the organisation. When leaders are incentivised to showcase short-term successes, they often prioritise quick wins over sustainable practices, leaving potential failures for their successors to handle. This misalignment in accountability can have detrimental effects on organisational stability, underscoring the importance of fostering a leadership culture that values transparency and rigorous data analysis.
Figure 13 Leadership Pitfalls
Confidence in Business and Employee Engagement
Confidence plays a crucial role in the workplace, as it directly impacts both employee engagement and overall productivity. Many individuals feel a sense of diminished value when transitioning to a corporate environment, akin to the disparity one might experience when spending a significant amount on consumer electronics versus business investments. This is often due to unclear ownership and consequences stemming from hierarchical structures in organisations. Therefore, it’s essential for employees, especially leaders, to cultivate the confidence to communicate openly, as the human aspect of business is irreplaceable.
This emphasis on confidence is not just about personal affirmation; it also extends to leveraging resources effectively. For instance, technology should serve to enhance human talent rather than replace it, enabling individuals to achieve greater feats. Chris’s achievements in the beverage industry exemplify this connection, as they were made possible by the contributions of others—whether it was the construction of a bottling factory or the establishment of a distillery. The real catalyst for my success was the confidence to take risks and embrace the available resources and capabilities. Ultimately, fostering a culture of confidence in the workplace can drive innovation and empowerment, unlocking the potential within every team member.
Figure 14 Confidence Attracts Customers
Vision, Ambition, and Quality in Digital Service Design
In today’s world, a compelling vision is essential for driving meaningful change in the IT and service experience sectors. Chris shared that his experience as the lead information architect for EDF Energy highlighted a critical need for professionals in these fields to connect emotionally with their work. He then emphasised the importance of recognising the real-world impact of our decisions by framing it in terms of vulnerable populations—specifically, “cold children and hungry children.” This perspective serves as a powerful reminder of why we must strive for excellence in service design and delivery, ensuring that our actions do not have detrimental effects on society.
To support this striving for excellence, it’s crucial to foster a creative and engaging environment—much like that of a mixologist. By encouraging innovative thinking and playful experimentation, we can invigorate the digital landscape and break down perceived constraints. This approach allows us to craft a vision that resonates deeply with our audiences while reinforcing our commitment to not only providing essential services like electricity but also ensuring they support fundamental needs such as food production and a warm home. In this way, our work truly reflects a purpose beyond technology—it serves humanity.
Figure 15 Perfect Serve – Intentional Service Experience
Figure 16 Quality of Ambition and Collective Ambition
The Importance of Creativity and Attitude in Digital IT Design
In the realm of technology, there is a growing need to infuse creativity and artistry alongside solid engineering principles. While traditional frameworks such as TOGAF and the Zachman Framework provide essential structure for managing IT processes and non-functional requirements, incorporating a more imaginative approach can enhance the overall design and ambition of projects. Just as one product can feel more appealing than another despite identical appearances, the passion and attitude of the creator can profoundly influence the quality and perception of any technological solution.
This relationship between a creator’s mindset and the resulting work is not limited to physical objects; it extends to all forms of design and innovation. When individuals approach their tasks with enthusiasm and a positive attitude, it often translates into more engaging and impactful outcomes. Conversely, negative attitudes can diminish the quality of the work produced. Ultimately, by embracing creativity and fostering a positive atmosphere, we can drive the development of more inspiring and effective technological solutions, enriching both the process and the final product.
Importance of Flow and Momentum in Business Cases
The concept of flow is crucial in driving effective change within organisations. A strong flow of continuous change, where the energy for progress outweighs resistance, leads to what can be termed digital momentum. Chris shared that, in his experience, establishing this momentum is essential, especially when resetting operating models and organisational structures. By demonstrating what successful outcomes look like, organisations can reduce resistance to future changes and build confidence among team members.
However, this momentum can be easily disrupted. Frequent interruptions—characteristic of a capital equipment-driven approach—hinder progress and create significant obstacles to the flow of change. The rhythm within an organisation is vital; without it, the energy dissipates, and momentum is lost. While engaging with finance teams around business cases can be challenging, it’s often the case that once projects are budgeted and operational, they face little resistance. Ultimately, maintaining a consistent flow of change, as discussed in my book, is key to fostering an environment conducive to innovation and success.
Figure 17 Flow + Change > Resistance = Digital Momentum
Overcoming Organisational Inaction and Embracing Digital Transformation
Organisational inertia often stems from functional structures that prioritise departmental needs over customer perspectives. When considering the customer experience, the distinctions between finance, marketing, sales, technology, product, and support departments become irrelevant. However, many companies continue to implement software solutions that are siloed within these functions—such as HR purchasing SAP SuccessFactors or finance adopting other tools—which forces the rest of the organisation to conform. This fragmentation leads to numerous handoffs in processes and technologies, ultimately exacerbating inertia and disconnect from an outside-in approach.
Compounding this issue, internal power dynamics can further complicate the situation, as individuals often feel constrained by existing functional budgets and competitive frameworks. These dynamics create an environment where the focus on departmental imperatives overshadows the critical need for a customer-centric approach. Despite these challenges, it is essential to recognise that multiple perspectives can coexist; it is indeed possible to deliver effective digital solutions while maintaining an outside-in focus. By prioritising the needs and experiences of customers, organisations can break free from inertia and foster a more cohesive and agile environment that benefits everyone.
Figure 18 Organisational Physics and Inertia
Figure 19 Organise for Success
Technology Architecture and Its Usability
In evaluating the effectiveness of a technology stack, it’s essential to consider whether it delivers a sophisticated experience or resembles the chaotic last drink of the night. This analogy likens a poorly designed tech architecture to a cocktail lacking quality ingredients, where too many base spirits are mixed without any finesse or attention to detail, resulting in a subpar experience. A well-crafted tech stack should evoke enjoyment and excitement, much like a perfectly blended drink that has matured over time.
Building on this analogy, Chris emphasised the importance of usability and design. Just as a classic Ford Mustang captivates with its perfect blend of aesthetics and performance, the ideal technology stack must strike a balance between form and function. An attendee underscored that attention to detail in packaging and presentation can significantly enhance the user experience, reinforcing the idea that thoughtful design is just as crucial as the technology itself.
Figure 20 So … If your tech stack was a cocktail – would you drink it?
Managing Executive Change: Process Over Functionality
The challenge of shifting executives’ mindsets from a functional view of business to a process-oriented approach is a significant hurdle in today’s organisational landscape. Although Chris successfully implemented a process view during a major restructure of the organisation into a unified SAP ERP system, the transition was complex, particularly in navigating the entrenched systems that departments had grown accustomed to. Each segment of the business operated in silos, often leading to a lack of visibility over the broader flow of work and downstream satisfaction, resulting in a narrow focus on individual functions rather than the holistic process.
To effectively foster this transformation, it’s essential to confront these silos and emphasise the importance of seeing the entire workflow. This understanding is crucial, as it directly impacts overall performance. Without it, teams remain fixated on their specific tasks, often unaware that seemingly minor issues can create ripple effects throughout the system. While I have witnessed the positive outcomes of this shift before, I admit that I struggle to identify how to replicate that success in the current environment. Ultimately, continuous dialogue and collaboration among all stakeholders may be necessary to encourage this much-needed change in perspective.
Implementing CRM Tools: Challenges and Solutions
Implementing HubSpot as a CRM tool poses significant challenges for organisations, primarily due to issues related to data management and user engagement. Many HubSpot consultants, now branding themselves as Revenue Operations (RevOps) experts, focus on the technical aspects of data management rather than addressing the underlying behavioural issues within teams. The effectiveness of a CRM system hinges not only on the technology but also on the willingness of salespeople to input and maintain accurate data. Without this critical user engagement, even the most sophisticated CRM, regardless of the investment, fails to deliver meaningful insights and utility.
The core problem lies in how organisations define and approach the challenges of CRM implementation. Instead of recognising the need for genuine user involvement, they often take an inside-out perspective—assuming that simply inputting data will automatically lead to improved performance. This limited view neglects the outside-in approach, which emphasises cultivating a culture that encourages data entry and usage among sales teams. To truly succeed, organisations must shift their focus from merely implementing technology to fostering an environment where team members understand the value of their contributions to the CRM system. By doing so, they can ensure that the data not only exists but is also meaningful and actionable.
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