Martin   Gill

Martin Gill

VP, Research Director Serving eBusiness & Channel Strategy Professionals

Martin serves digital business professionals. He leads the development of Forrester's digital business transformation playbook, focusing on how firms must rethink their business strategies to compete in the digital age. His research covers digital maturity, helping digital business leaders understand how to evolve their culture, organization structures, and staffing; their approach to technology investments; and their success metrics to advance their digital sophistication. He is based in the UK and covers global trends.

Previous Work Experience

Martin's background spans both business and IT roles. He joined Forrester from the retail industry, having worked at Boots, a major European health and beauty retailer, for a number of years. His role there was to establish and develop a business-aligned enterprise architecture function, delivering transformational strategies for a number of key retail areas, including boots.com, the Advantage Card loyalty scheme, and the retail and pharmacy store systems. Prior to that, he worked in a variety of roles at Egg.com, Europe's largest pure-play digital bank, ranging from mergers and acquisitions to new product development for both Egg and PruDirect.

Education

Martin holds a first degree in manufacturing engineering and operations management from Nottingham University and a Master of Philosophy from Newcastle University by research covering the simulation of commercial systems.

Martin Gill

VP, Research Director Serving eBusiness & Channel Strategy Professionals

Martin serves digital business professionals. He leads the development of Forrester's digital business transformation playbook, focusing on how firms must rethink their business strategies to compete in the digital age. His research covers digital maturity, helping digital business leaders understand how to evolve their culture, organization structures, and staffing; their approach to technology investments; and their success metrics to advance their digital sophistication. He is based in the UK and covers global trends.

Previous Work Experience

Martin's background spans both business and IT roles. He joined Forrester from the retail industry, having worked at Boots, a major European health and beauty retailer, for a number of years. His role there was to establish and develop a business-aligned enterprise architecture function, delivering transformational strategies for a number of key retail areas, including boots.com, the Advantage Card loyalty scheme, and the retail and pharmacy store systems. Prior to that, he worked in a variety of roles at Egg.com, Europe's largest pure-play digital bank, ranging from mergers and acquisitions to new product development for both Egg and PruDirect.

Education

Martin holds a first degree in manufacturing engineering and operations management from Nottingham University and a Master of Philosophy from Newcastle University by research covering the simulation of commercial systems.

Martin Gill's Research

Most RecentMost Popular
  • For CMO Professionals

    REPORT: Differentiate Your Business With Digital

    The Executive Overview Of The Digital Business Playbook

    February 26, 2018Martin Gill

    To compete in the age of the customer, your firm must become a digital business. As a digital business leader, it's your job to shape how. You must enhance your digital customer experience while also driving agility and efficiency through digital operational excellence. You must champion innovation and thrive within a wider digital ecosystem. This is a tough challenge. Few firms have made the transformation, and many more will fall along the way. This playbook shows you how to drive digital business transformation in your firm.

  • For eBusiness & Channel Strategy Professionals

    REPORT: The Key Characteristics Of Great Digital Business Leaders

    How Savvy Digital Business Leaders Balance Strategy, Governance, And Execution

    February 15, 2018Martin Gill

    Digital leaders are evolving. Yesterday's eBusiness leaders have grown into today's digital business leaders, and their focus has changed with it. They wield increasing power and, like Spider-Man, carry the burden of increased responsibility. This report outlines how savvy digital business leaders balance strategy, governance, and execution activities to win, serve, and retain today's empowered customers.

  • For eBusiness & Channel Strategy Professionals

    REPORT: Challenge Traditional Leadership To Win At Digital Transformation

    Chief Digital Officers Can Thrive, But The Role Is A Double-Edged Sword

    February 5, 2018Martin Gill, Danielle Jessee

    More than half of firms are in the grip of digital transformation, yet too many place their faith in traditional functional leaders. Digital business demands a new breed of leaders, those that place the customer front and center and work across functions to drive systematic, lasting change in their organizations.

  • For CMO Professionals

    REPORT: Kick-Start Your Digital Organization Structure

    Beginner Level: Structure Practices For Digital Business

    December 20, 2017Martin Gill

    A well-organized, empowered team can make or break the early stages of digital transformation. Successful digital business leaders know that building a single, central digital team isn't the long-term answer. Instead, they first establish key responsibilities for digital strategy, governance, and execution — then empower a "digital acceleration team" to work with line-of-business teams to increase their digital maturity. This report shows you how to get started.

  • For CMO Professionals

    REPORT: Embrace Next-Generation Digital Organization Structures

    Advanced Level: Structure Practices For Digital Business

    December 20, 2017Martin Gill

    Digital innovators embrace new organizational structures. Cross-functional working is a given, but innovators go further, democratizing trust in the outside world in return for speed, inspiration, and access to capabilities they can't, or don't want to, develop internally. They shift capital, intellectual property, and human resource risk to a dynamic ecosystem of partners, and they embrace technology to drive unprecedented efficiency and scale. Sound scary? It is. This report outlines how digital business leaders structure their teams and business units.

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