Post on 25-Jan-2017
FranckMar/ne-CommerceSolu)ons&DigitalTransforma)on
«DigitalTransforma/on»isabuzzwordthateveryoneistalkingabout.Manydefini)onslooklikesimilarfirstbutarefinallyaliGlebitdifferentorlimitedonaspecificdomain.Let’strytounderstandit.Tobefair,thisreportdoesnothavethepreten)ontoprovidesta)cdefini)ons.Thisdoesnotpromoteanyrecipeordogma)cprocessneither.ItsharesalogicalpathwithtouchpointstobeGerconductyourownjourneytotransformyourcompany.Thisproposedtransforma)onstoryistheresultofthecombina)onofdifferentpointofviewsfromabunchofexpert’sliteratureorchats,apinchofideasoftalentswhoseexper)seisfarawayfromthisapparentdomainandadoseofpersonalandprofessionalac)vi)es,mixedwithatouchofcuriosity.
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Agenda
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1.Technology,EndlessTroublemakero TechnologyProgresso Digitaliza)ono Interneto Mobileo InternetofThings/Robotso Accelera)on
2.CompaniesMustAdapto IndustryTrendso DigitalTransforma)on
3.CustomerExperienceo HeartofDigitalo WebsiteOp)miza)ono Socialo Mobile,Real-)me
4.Opera)onalProcesso Benefits
5.Data/Analy)cso DataExplosion
6.Informa)onSystemo Technologyo Architectureo Omni-ChannelSolu)on
7.Innova)ono Defini)ono Cultureo LongPath
8.BusinessModelo Impacts
9.Organiza)ono Leadershipo Visiono Governanceo Organiza)onChart
10.Involvemento Extensiono Disrup)ono Empowerment
11.DigitalTransforma)onJourneyo YourOwnWayo TrueCommitmentFromTheTopo PartnersForTheRoado DedicatedDigitalTeamo MaturityAndOpportunityo CustomerJourneyo EmployeeJourneyo NewExternalAndInternalSkillso ITAndBusinessCollabora)ono DataJourneyo TechnologicalJourneyo AgileApproacho Sustaining
12.Conclusion
Themajorityofthetransforma)onoftodayisthefruitofalongworkofresearchandtechnologicalinnova)on.Inlate18thcentury,theIndustrialRevolu/onhitthebusinessworldandthehumanhistorybythearrivalofnewseveraldevelopmentsinmechanicalengineering,chemistry,metallurgythatgavepowerfulmachinessuchasthesteamengine.Nowcomesanothertechnologicalrevolu)on:the«secondmachineage».
1.TechnologyProgress
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Technology,EndlessTroublemaker
• Digitaliza/on=turningallkindofInforma)on(sound,text,photos,videos…)orac)ons(electric,mechanic…)intodigitaldata(Bit(0/1),thena)velanguageofcomputers).
• Whenthingsaredigi)zed,theycanbestoredonacomputerandsentoveranetworktoacquiresomeamazingproper)es.
• Computersaredoingformentalpowerwhatthesteamenginedidformusclespower.
• Digitalconceptwithcomputerwasdevelopedinthe1960s.Thepersonalcomputerrevolu)onstartedintheearly1980s.Timemagazinedeclaredthepersonalcomputerits«Machineoftheyear»in1982.
Thepastdecadehaswitnessedaremarkablerunofprogressintheareaofdigitalhardware,solwareandnetwork.Computersaregoingtocon)nuetoimproveanddounprecedentedthings.Tounderstandhowthenatureoftechnologicalprogresshappened,Digitaliza)onmustbeexplainedfirst.Itisoneveryone’slipsbuteverybodyisnottalkingaboutthesamething.
Digitaliza/on
0,1,0,0,1,1 Processor(brain’scomputer)
BUS
Computer
ConverterI n f o rma/on
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• NetworkofnetworksStandards(communica)onprotocols,dataexchangeformats,andinterfaces)arecreatedinacollabora)veandopenwayforwhichsuccessismeasuredbythedepthoftheiracceptanceacrossavastdifferenttechnologiesthattogetherformthenetwork.
• WorldwidePeoplecancommunicatewithoneanotherfromdifferentcomputersandnetworks.TheyuseInternettocreatecommuni)es,toopenneweconomiccapaci)es,toimprovedailytasks,toexchangeideas,toplaygames.Internetmakeseasierthedevelopmentofinnova)onandcrea)vity.
• MoreinternetusersIn2016,thenumberofInternetusersworldwidehashit3.8billionmeaningthat45%oftheworldpopula)onareconnected.
Thedigitalprogressacceleratedinthe1990thcenturywiththeintroduc)onofInternet.Internetgavecomputersaworldwidepossibilitytocommunicatetooneanother.ThetruesuccessofInternetisthatitisanopenmodel,whichhasallowedittogrowrapidlyandmadeitdurable.
Minitel,createdin1982,isconsideredoneoftheworld'smostsuccessfulpre-WorldWideWebonlineservices.In2007,revenuewass)llwellover$100million.Butitwasaclosedsolu)onandwasquicklycannibalizedbyInternet.Itdiedin2009.
Internet
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• FiguresTheInternetcon)nuesitsdevelopmentessen)allythroughoutmobileandtabletdevices.50%ofallonlineac)vi)eswillbewiththesedevicesby2018.Mobileistheonlywaytophoneinsomeemergingcountriesduetopoorqualityoffixednetwork.4Gwirelessdigitaltechnologiesstandardformobilephonesanddataterminals,offersevenfasterdataratethan3Gwithgreaterspectralefficiency.Mobilebroadbandconnec)onsareforecasttocon)nuetogrowacrossallgeographiesto5.3billionin2018.Thiswillbeapproximatelysix)mesthenumberoffixedbroadbandconnec)ons.128yearshadbeennecessarytodeveloplandlinephoneathomeofabillionpeople.Butonly20yearswereneededtothemobilephoneto6billionpeople.
• ATAWADNewDigitaltransforma)onenableseverybodytoconnecttoanybody,anywhereintheworld,withanydevices(AnyTime,AnyWhere,AnyDevice).
Attheendofthe20thcentury,thenewgenera)onofcompu)ngdevices,suchasmobileandtablet,combinedwithmorepowerfulandcheapglobaltechnologiescommunica/on,createdanewaccelera)onofmodifica)oninourwayoflifeandwork.Companiesandpeoplecandothingsthatwouldhavebeenimpossibleadecadebefore.
Mobile
Withinthenextyears,en)resocie)eswillbetransformedbyapell-melloftechnologies,notonlythecomputerera,thatun)lrecentlyhaveexistedonlyinsciencefic/onmovies.
TheInternetofThings(IoT)andRobotshavebecomeapowerfulforceinourlife,anditsdisrup)veimpactwillbefeltacrossallindustriesandallareasofsociety.
InternetofThings/Robots
• 6.4billionConnected«things»wereinusein2016,up30%from2015.itwillreach21billionby2020.
• Examples:usefulhumanoidrobot,speechrecogni)onandsynthesis,3Dprinters,QRcodes,Augmentedreality,SixthSense,AppleWatch,VirtualReality…
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• VirtualSupermarketConsumersscantheQRcodeoftheproducttheywouldliketobuywithmobile.Theitemisautoma)callyaddedtoanonlineshoppingcart,andalerpaying,shoppers willfindabagof grocerieson theirdoorstep.
• AugmentedRealityinautomo/vemanufacturerCardealersofferinshowroomanexploded3Dviewofthebrakingsystem,aswellasaerodynamicinsightsandpowertraindetails.
• VirtualReality
ThroughVR,youcanimmerseyourselfinadigitalexperience.ThefeaturesthatVRcanbringtothebusinessmarketares)lltobediscovered(Entertainment,Gaming,Educa)on,Design,Tourism,Psychology,Shopping,RealEstate…).
• Robo/c
Arobo)cs-buildingmachinecannavigatethroughandinteractwiththephysicalworldoffactories,warehouses,baGlefields,andoffices.
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Severalkeyphenomenacanexplainthisrecentdigitalprogress• In1965,GordonMoore,cofounderofIntel,dida
predic)onthatelectroniccomponentswillincreasetwiceasmuchpowerperdollareveryyear.Althoughtheyareconstrainedbythelawofphysics,Moore’slawworksover)meonprocessormemory,sensorandmanyotherelementsofcomputerhardware(anexcep)ononbaGeries,essen)allychemicaldevices,notdigitalones).
• Itmakescompu)ngdevicesfaster,cheaper,smaller,andlighteratexponen)alrate.
Formanythousandsofyears,humanityprogressfollowedagradualupwardpath,virtuallyinvisible.AfirstsuddenchangehappenedwiththeindustrialRevolu)on.Technologicalprogressoncomputers,solware,communica)onnetwork,robots,andotherdigitalequipmentwasalsogradualforalong)me.Then,thepastfewyears,itbecamesuddenandexponen/al.Moreover,weareonlyatthedawnofthisevolu)on.
• Digitalinforma)onisnotusedupwhenitgetsused,anditisexcep)onallycheaptobereproduced.Acopyofadigitalgoodisexactlyiden)caltotheoriginal(seemusic,book…).
• Thedigitaluniversedoesnotrespectanyboundaries.Eachdigitaldevelopmentcaneasilybecombinedtogethertofosternewinnova)onsandsoon.
• Worldwidecommunica)onfosterscombina)on
exponen)ally.• Acentralauthority(thegovernmentorthetrains
company)leadedtheinven)onofthesteamenginewhileanopencommunity,theci/zensthemselves,madepossiblethedigitalrevolu)on.
In1996,ASCIRedsupercomputercost$55million,occupiednearlythan150squaremeters,toscoreaboveoneteraflop-onetrillionfloa)ngpointopera)onspersecond.In2011,aniPad2tabletcost$1,000,occupied0,05squaremeters,todoalmostiden)calpeakcalcula)on,withaddi)onalfeaturessuchasaspeaker,microscope,andheadphonejack,2cameras.
TheWebisacombina)onofaprotocolofdatatransmissionnetworkcalledTCP/IP,alanguagecalledHTML,aBrowser…Noneofthesesconceptswaspar)cularnovel.Theircombina)onwasphenomenal.
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Accelera/on
2.CompaniesMustAdaptIndustryTrendsThesizeofthecommercemarketisgrowinginterna)onallythankstotheimprovementsintelecommunica)onthatreachoutandtouchmorepeople.Consumerswillremaindemandingexponen)allywithoutgeographicbarriers.Theubiquitousshoppingbecameastandard.Companiesarefullyimpacted.Theywillhavetocon)nuetodevelopnewstrategiestocreatenewproductsandservices,throughoutavastrangeofonlineandofflinechannels.
• IndustriestrendsConvertandexploitBigData(real-)meinsights,predic)on…).Enableaseamlessexperienceacrossdigitalchannels(mobiles,tablets…)andphysicalassets(retailstore,warehouses…).Reinforcesecurityonvariousdigital(cyber-security)andtradi)onalchannels.
Reorganizecollabora)onbetweenallunitsandavoidworkinsilos.Collaboratewithoracquireexternalpartners.Op)mizetheprocessfromthesourcetocustomerstosupplychain/produc)ontoreducecosts.DriveITmoderniza)on.Integratenewe-Commerceplatorm,includingOmni-channelanddigitalmarke)ngplatorm.
• e-CommerceBycrea)ngapoten)almarketofbillionsofusers,theInternetisanaturalvenuetonewonlinebusinesses,suchasAmazon.com,whichinmanycasescompetestronglywithtradi)onalretailers.NorthAmericaisthe3rdstrongeste-Commerceregionintheworld,behindAsia-Pacific(1st)andEurope(2nd).
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Digitaltransforma)onisacomplextaskbecauseitconcernsallfacetsofacompany.Itoffersadepthandbreadthofunderstandingofcustomerusages(CustomerExperience)andinternalopera)onalcapabili)es(Opera/onalProcess)withthehelpofthehugeamongofavailabledata(Data/Analy/cs).Itcreatesaculturecapableoffindinginnova)veways(Innova/on)tomoreeffec)velyrun,growandreinventbusiness(BusinessModel).IttakesagreatITsystemsanddigitalhardwareandsolwaretools(Informa/veSystem).
Itconductschangestoacommonvisionandtrainseverybodytothisnewenvironment(Organiza/on).Itopensmindstodevelopouradapta)onagainsttheunexpectedsideeffectonourwaysoflivingandworking(Involvement).
Technology’srole,astheendlesstroublemakeroftheworld,willnotonlycon)nue,butwillaccelerateexponen/ally.Noonecanpredictallthedigitalinnova)onsthatthecomingyearswillbring.Thereisnoendinsight.
Itistoosimpletothink«digitaltransforma/on»assimplyanotherbuzzword.Indeed,itmeansthecollabora)onbetweenpeople,processandtechnologytohelpbusinessesbeGerinnovateandcompeteinaphysicalanddigitalworld.
DigitalTransforma/on
ANALYTICS
CUSTOMER
EXPE
RIEN
CE
OPERATIONALPROCESS
INNOVATIONBUSIN
ESSM
ODEL
INFO
RMATIVE
SYSTEM
INVOLVEMENT
ORGANIZATION
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3.CustomerExperienceHeartofDigitalCustomerexperienceisoneoftheprimarycatalystsforbusinessesplacingsubstan)alinvestmentindigitaltransforma)on.Customersdonotseparatetheironlineexperiencesfromtheirphysicalexperiences.Theyseeproductsandservicesasawhole.Withmul)plemediasupport,acustomerbecomesa«Cust’Actor»,abletointeractwiththebrandandtoconsultpersonalizedinforma)on.
• Customerssearchforobjec)veadviceandcompare,wanttoengagewithbrandsthatcare,sharefeedbackopenly,goodorbad.Millennial(bornaler1980s)begintohaveaveryimportantimpactontheretailers’decisions.Theyareateasewithtechnologies.Theywanteverything,atonce.TheyusemostlyamobilethroughInternet.
• Marke)ng’sprimaryrolehaschanged.Whereasithastradi)onallyfocusedonexecu)ngmarke)ngcommunica)onscampaigns,itisnowspendingmore)melisteningformarketandcustomersignalsandrespondinginreal)me.
• Todeliveradifferen/atedcustomerexperienceinlargeorganiza/onSpend)meunderstandinghowcustomersinteractwithproducts,services,channels,brand,infrastructure,andemployees.
Usedigitaltechnologiestoincreasecustomerengagement(investment).
Putcustomerdataattheheartofthewholecustomerexperiencewithspecialandproac)veoffers,personalizeddealsanddesignpredic)vemarke)ngcampaign.
Worktoseamlessalignthephysicalanddigitalexperiences,notreplacingtheoldwiththenew,butbyleveragingvaluableexis)ngassets.
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• ItisacomplextaskbecauseCustomerexpecta)onsincreasesubstan)ally.Integra)ngnewdigitalchannelsintoexis)ngopera)onscanbeorganiza)onallychallenging.Thecompanymustalsokeepitsbrand’svision.Customerorienteddoesnotmeancustomerdrive.
Decathlon,interna)onalsportbrand,keepsorganizingitsshopsforsportusersonly,evenduringthe«backtoschool»periodthatwelcomethousandsofparentsbuyingclothesatgoodpricefortheirchildren.«Ifwefollowourclients‘needs,suchasparents,wewouldselljeansandPlaymobilstoday…Customerisnotalwaysright».
Suddenlycompaniescannolongercountonconsumerignorancetoprotecttheirmargins.Companieslookattheconsumers’mind,howtheyusescreensineachcountry,andalsotheassociatedbehavioursacrossallscreenstounderstandwhatishappeningandhowtoop)mizetheUserExperience(UX),theUserInterface(UI),andconstantlyimprovetheconversionrateandthecustomersa)sfac)on.
WebsiteOp/miza/on
• WebAnaly/csMeasuretrafficofawebsitesuchasconversionrate(%visitsintoorders);)mespent;bouncerate(%quixngalerseenonlyonepage);numberofpagesvisited;A/BTes)ng(pageperformancecomparisonpageonseveralversions)…
• SearchEngineOp/miza/on(SEO)Setof«bestprac)ces»toimproveconstantlytheposi)oningofasiteinsearchresultswithcriteriaofindexa)on.
W e b S i t e
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• MobileSmartphonesandtablets(«ResponsiveDesign»toadaptwebsitestothesizeofthescreen,«MobileFriendly»toop)mizenaviga)onformobile).
• AccessibilityAccessibilitytopeoplewithdisabili)es(helpalsoforintui)venaviga)onatlarge).
• PerformanceAgoodloadofspeedgivesaposi)veimpactonthereferencingandthetrafficofthewebsite.
• CodeQualityGoodstructureofthecodeCSSandHTMLfacilitatebeGerresearchthroughoutsearchenginesandtakeadvantageofallthefeaturesofasitewhateverarethebrowserandtheopera)ngsystem;theWorldWideWebConsor)um(W3C)ishelpingtoproposeinterna)onalstandardsfortheWorldWideWeb.
Websiteop)miza)onisnowarela)velymaturetechnologyanditiss)llthemostimportantdigitalassetformostcompanies.However,itisnowstar)ngtodeclineinimportanceascustomerschoosetoreviewandevaluatetheirsuppliersusingotherchannels,suchassocialmediaandmobile.
Social
• Socialmediajourneyistheabilitytomonitorsocialtraffic,totrialsocialini)a)ves,toengagedirectlywithsocialcontacts,togrowasocialpresence,toinfluencedecision-making.
• LongroadtobecompletelyadoptedManycompanieshesitatetoorganizetheircustomertouchpointsaroundsocialwhilereturnoninvestmentisunclear.Theyemploytoosmallteamsabletoprovideafastresponsetoproblemsocialrequests,toaddposi)vecomments,andtousesocialasanalternatechannelforcompanynews.Meanwhile,othercompanies,dependentontheyoungergenera)on,havebeenquicktoputsocialatthecenteroftheircustomerengagementstrategies.
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• ForsocialtoworkThekeychallengeformarketersistocommunicatesocialbenefitstomostlyscep)calcompanydecision-makers.Newmetricshavetobedevelopedtomeasuresocialac)vi)es(brand’siden)ty,ServiceLevelAgreement(SLA)onCustomerService…).Socialisessen)ally«free»(unlikeadver)singandotherpaidmedia)anditisnowrecognizedthatitcandriveposi)vebrandrecogni)onandconsumerpurchases.Companiesneedtoadoptsocialinternallyforexternalsocialcommunica)onstobeeffec)vewithaninternalcompanysocialmediaplatormtofacilitateinternaldiscussionandprovidecontent.Alighttouchisrequired.Authen)cityisakeytocustomerapproval.
Speedisalsotheessence,becauseconsumershaveliGlepa)ence.
Tesco,Groceryretailer,isknownforusinghumourandacertainirreverenceinitssocialresponses.
Socialisnottheonlytechnologywiththepoten)altocatalyzedigitaltransforma)on.Therearealsoreal-)meandmobiletechnologytrends.Thecasefordigitalcustomerexperienceasitstandstodaywasbornthroughtherapidriseofsocialmediaandpervasiveadop)onofsmartphones.
Mobile,Real-/me
• Mobile-firstToday,mobileisanintelligenttoolwithmul)serviceallowingpayment,loyalty,and)ckets…Theneedtorethinkwebsites,apps,ande-Commercefromamobileperspec)veisolenlostinprocessorlowerinprioritythanotherini)a)veslikesocialmedia.Butcompaniesthatdonotengagetowardsanintui)vemobilejourneyswilllosecustomerswhobecame«mobile-first»,suchasMillennial.
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4.Opera/onalProcessBenefitsLet’sfaceit:transformingopera)onsis«lesssexy»thantransformingcustomerexperience.Butstrongopera)onalcapabili)esareindispensableforexcep)onaldigitallypoweredOmni-Channelexperiences.Usingdigitaltechnologyasanopportunitycreatesacompe))veadvantagethroughsuperiorandefficientproduc)vity.Atransforma)onofthecustomerexperiencecanincreaserevenuewhiletheopera)onalprocesscanreduceopera)oncosts.• Digitaltechnologiesbenefits
Technologymakesautoma)onpossiblethateliminatesunnecessaryac)vity(withrobots…)andcreatesrecipetohelpworkers(withEnterpriseResourcePlanning(ERP)…).Channelpartners(suppliers,intermediaries,third-partyserviceproviders,vendors,workers,orcustomers)canshareinforma)ononareal-)me.
HavingabeGercontrol,companiescanlaunchnewproductsandexperimenttheminasampleofstores,gexngrapidfeedbackonproductperformance.Itcanthenreducedelayfromdesigntocommercializa)on(forexample,5yearsinAutomo)veindustry).Itunleashespeoplefromtheconstraintsthatonceboundthem.Itdecreasestypicalhardopera)onaltasks.Withquickervisualiza)on,engineersiden)fybeGerapieceofamachine,whichneedstobefixed.Italsoallowsadjus)ngchangesinworkload,machineryefficiency.Withtheintegratedreal-)medatathatistodaydigitaltechnologiescanprovide,ithelpsthecompanytocreateanewmetricfortrackingandimprovingsupplychainperformanceandquality.
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• StakesOpera)onaladvantageisdifficulttocopy,becauseitcomesfromprocesses,skillsandinforma)onthatoperatetogetherasawell-tunedmachine.Todaycompanies,especiallylargeonesandrepresentedinseveralcountries,arehighlyautomated,buttheyarenotfullofgeneral-purposerobots.Theyarefullofdedicated,specializedmachinerythatisexpensivetobuy,configure,andreconfigure.However,thatcanchangeinthefuturewhereastherobo)csmarketisonthecuspofexploding.
Zara,aSpanishclothingretailer,hasacompletecontroloveritsvaluechain.Theycanmoveanitemfromdesigntotheshelvesin6weekswhiletradi)onalretailerscantake6months.ThatspeedallowsZaratointroducemoreclothingduringthesellingseason.Theyhavecreatedsubstan)albenefitsbydigitallylinkingeveryelementoftheirsupplychainmoreclosely.Opera)onsbecomebeGerorchestratedwhileworkersgainfreedomtodosometasksoutsidetheleashesofpaper,desk,andofficehours.Withreal-)mesalesinforma)on,theycanmodifytheproductassortment.IfdesignersseethatcertaincolorsaresellingbeGer,orcustomersarebuyingaroundneckinsteadofaV-neck,theycanquicklyredesignitwithclearmanufacturinginstruc)ons.
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5.Data/Analy/csDataExplosionSocialnetwork,mobile,Internetofthings,andeveryothermoderndigitalinnova)ongeneratetonsofdata,yieldingsomeastonishingsta)s)cs.Ifthiskindofgrowthkeepsupformuchlongerwearegoingtorunout-of-metricsystem.Bynow,mostcompaniesrecognizethattheyhaveopportuni)estoanalyzethisdataasnewinsights,toraiseproduc)vityandbusinessandtomakesmarterdecisionsinreal-)me(«BigData»).
• DataDigi)za)onofjustabouteverything(documents,news,music,photos,video,maps,personalupdates,e-mails,geoloca)on,socialnetworks,Hashtags,Emojis,tweets,cookies,datafromallkindsofsensors…)isoneofthemostimportantphenomenaofrecentyears.
• Analy/csWithdata,wecanformulatetheoriesandassump)onsthatwecanevaluatetoproposeprocesses,concepts,predic)onsandsolu)ons,butalsounderstandbeGerthepast.Whenproperlyexploited,datacanyieldanextremelypowerfulandaccurateindicatoroffutureoutcomes.Inthepast,tradi)onaldatabaseandanaly)cstoolscouldnotdealwithextremelylarge,complex,andfastmovingdata.Now,newtoolsareabletoanalyzehugeamountofdatainreal-/me(delega)ngtodifferentdevices,algorithm…).SQLstaysthestandard.
Groceryretailersarecombiningtheirloyaltycarddatawithsocialmediainforma)ontodetectchangingbuyingbehaviours.Facebookisusingfacerecogni)ontoolstocomparethephotosup-loadedwiththoseofotherstofindpoten)alfriendsofyours.
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• Cyber-SecurityAsaresultofthegrowthdata,peoplebegintobecomesuspicioustoallcompanies,whichknowtheirprivatelife.Companiesshoulddealwiththeseconcernstokeepagoodimagetotheirclients.Besides,anumeroushackersaGackthecomputersystemofhugecompaniestostealinforma)onsuchasbankcardscodes.Cyber-Securityisonthemainfactorsoftheevolu)onofthebigdata.
Intelligenceandsecurityagenciesarecombiningdatafromsocialmedia,phonecallsandtextstotrackdowncriminalsandpredictthenextterroristaGack.
01101010001100 01101010001100011010100011000110101000110001101010001100
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6.Informa/onSystemTechnologyTechnologiesarenotgoalsbuttoolstogetclosertocustomer,empowertheemployees,improvetheinternalopera)onalprocesses,andprovidecustomer’sdata,availableinreal)me,tothepeopleandmachinesthatneedit.HavingastrongInforma)onSystemisthenecessaryprerequisitestosucceedyourdigitaltransforma)on.• Informa/onSystem(IS)givestoolsandprocessesto
respondtoglobalBusinessexpecta)ons.
• UsingmoreTechnologiestendstohavehigherlevelsofproduc)vity.
• Thebeginningofthe20thcentury,companiesinvested,lessoncomputerhardwareandmoreonadiversifiedsetofsolwareandprocessinnova)ons.Foreverydollarofinvestmentincomputerhardware,companiesneedtoinvestuptoanotherninedollarsinsolware,training,andbusinessprocessredesign.
• However,toomanycompaniesconfusedigitaladvantagewiththedigitaltechnologiesthemselvesandstarttheirtransforma)onwiththetechnologyinsteadofthinkingfirsttodelivergreatervaluetocustomersthroughoutperformedopera)ons.
• Whencompaniesknowwhattoachieve,theycanstarttooverhaullegacysystemsandinforma)onthatwillmakethedigitalvisionareality.
• Awell-structureddigitalplagormMakestheplatormmoreefficient,lessrisky,andmoreagiletoadapttothebusiness.Helpstofinddatainreal-)me.Helpstorolloutinnova)onquicklyacrossalargeandgeographicallydistributedcompany.Providesclearinforma)ontodecisionmakers.
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• HowtofailOperateinsilosèSystemsareconfusing,duplica)ve,andolen)edtogetherincomplexandunknownways.MakeitmorecomplexthannecessaryèProcesseshardertochange,hardertotest,morepronetofail,andtoughertorestorealeritfails.Havetoomanythird-partsengagedininstalling,evolvingormaintainingsystems.Focusonthedeploymentoftechnologyratherthanitsadop)onbybusinessusers.BusinessandISDepartmentarenotinsynchroniza)on.
• 4ArchitecturesAusefulapproachistothinkaplatormintermofarchitecture,aroadmapexplainingthedesiredorganizinglogicofyourbusinessprocesses.ArchitecturemanagementbreaksupanInforma)onSystemintocoherentandmul)pleservices(singlebehaviour)tomovetheIStotherightdirec)onfrombusinesstosolwaretoinfrastructure.Architectsmustbeiden)fiedtoberesponsiblefortheconsistentofthe4architectures:func/onalarchitecture(businessview),applica/vearchitecture(solwareview),infrastructure(hardwareview),anddata(informa)onview).Architecturemustbereviewedconstantly,especiallyduringallthelifecycleofprojects,atdifferentlayers(fromhighleveltopreciselevel)tosustainconsistency.
WhenInforma)onSystemsaregood,theyenabletopersonalizecustomerinterac)ons,performanaly)cs,op)mizeinternalprocesses,manageseamlesslyacrosschannels,andhaveasingleviewofcustomers.Unfortunately,inmanylargecompanies,theexis)ngISisamessofspaghexandhardtobeoverhauled.Astrongarchitecturemanagementisthennecessary.
Architecture
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• Technologyinvestmentshavetradi)onallybeenaboutthebackoffice(enterprisedataandstockmanagement,supplychain,finances,HumanResourcesInforma)onSystem).Now,IShastotakecarethatanexis)ngfrontofficeplatormsmayhasbeenacquiredwithexternaldigitalagencies,oleninhaste,bythemarke)ngdepartmentusingtheiropera)onalbudget.
• Whenselec)ngaseamlessOmni-Channelplatorm,itisimportanttochooseaproviderthathasabigvisionforthefutureofdigitalInforma)onTechnology(IT)solu)ons,whichincludes,inreal-)me,opera)on,sales(CRM)andcallcenter.
• ItisnotyetclearexactlywhowillthenextOmni-Channelleadersamongafullofsolwarethatexistintheworldmarket.• Marke)ngandIS-ITunitsneedtocollaboratecloselywiththeotherstoensurethatbusinessneedsandtechnical
architecturesareinharmony.
Companiesexploitthepossibili)esofferedbyOmni-ChannelSolu)ons,oncloudratherthanon-premise,tocommunicateinreal-)mewithcustomersacrossmanydigitalandphysicalshops(online,mobile,point-of-sale,callcenter,displayadver)sing,email,socialmedia),devices(smartphones,tablets,laptopsanddesktops),andback-end(ERP,3PL).Thesesolu)onsconsolidateallorderdatafromacrossthecompanyinonecentralizedrepository.Theyalsosupportallcomplexservicessuchasship-from-storeandstorepickupsthathaverecentlyemerged.
Omni-ChannelSolu/on
WebServices
WebServices
Kiosk Web Mobile Tablet Stores CallCenterSocialMedia
Distribu/onCenters
RetailStores
Transport
Warehouses
DigitalChannels PhysicalChannels
OrderManagement
Opera/onalSystems
Inventory/FulfilmentLoca/ons
3PLERP/SupplyChain CRM/Loyalty
Businessintelligence/DataPools
POS/Merchandising
WebServices
e-CommerceAccelerator
CustomerExperiencePersonaliza)on
ProductCatalogue
Search/Browse PricingMerchandizing
Promo)ons
DistributedOrderManagement
StoreFulfilment
CustomerService
Inventory
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7.Innova/onDefini/onPeoplecareaboutinnova)onandtheirconversa)onsareolenaroundanewgadgetorarevolu)onaryideafromacoolstart-upcompany.However,innova)onmakesalsooursocietywealthier.Manyexperts’defini)onsofinnova)onlooklikedifferentfirst,butarefinallysimilar.Theyhavejustsaiditindifferentways.Itmakessensewhythedefini)onofinnova)oniss)llmisunderstood.• Defini/on
Theseedofinnova)onistheabilitytoturnabunchofideas,atouchofcrea)vity,ahintofintui)on,apinchofluck,intoanovelidea.However,itiss)lljustanidea.Novelideasbecomeaninnova)onwhentheyaretransformedintoanewrelevantvaluewithanewposi)vechangeonaproduct,aservice,aprocess,anorganiza)on,acustomer,anemployee,awayoflifeorwork...
Itmustbereplicableataneconomicalcost,mustsa)sfyaneedandproduceatangiblenewprofitsandgrowthfortheorganiza)on.
Whileinven)onrequiresthecrea)onofnewideas,innova)onmovesonestepfurtherandrequiresimplementa)onoftheinven)on.Inven)onisjustpartoftheprocessofinnova)on.
• Typeofinnova/veideasExtensive.Itconsistsofsmall,yetmeaningfulimprovementsthathelpextendproduct,service,businesslifecycles,andimproveprofitability:newperfume,packagingimprovements,just-in-)mesupplychainenhancements…Theycanbeeasilyvisualizedandquicklycommunicated.
Breakthrough.Itisabigchangethatgivespeoplesomethingdemonstrablynewintheexis)ngdomain.Breakthroughinnova)onproducesasubstan)aladvantageforawhile.
Disrup/ve.Itcreatesanewcategory,ortransformsanexis)ngonedrama)cally,orobsoletestheexis)ngindustryortransformsthewayweliveandwork.
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• Whatcanacompanydo?Promoteinnova)onfromtoptoboGomasacompetencylikeleadership,entrepreneurshiporethics,alignedwithcorporatestrategicgoalsandvision.Acquireinnova)vecompaniesininnova)ontohelpyou.
Collectabalancedpipelineofbigandsmallideaswithdigitaltechnologies(socialnetwork,mobile,apps…)throughoutinnova)onchallenges(openinnova)on,crowdsourcing,compe))ons,incen)ves…).
Analyzethetrendsinthemarketenvironment,thecustomers’needsandcompe)tors.
Recombineandtransformideasintoprac)calvaluesforyourorganiza)onandbusiness.
Cultureoffailureandrisktolerancehastobeencouraged.Peoplemustbeheard,andrewardedfortheirini)a)ves,evenfailedones.Failuresolenyieldfeedbackthatcanpropelorganiza)onsforward.
Beopenandcurioustonewideastothinkoutsidebox.Reachtalentbeyondcircleofusualcandidateswhoseexper)seisfarawayfromtheapparentdomainoftheso-calledtopic.Youshouldhaveallegiancetoyourpeoplebutyoushouldbealsoinsurgenttodevelopdivergentnewapproaches.
Beinspiredbythespiritofstart-ups,bringingcon)nuousinnova)onsintoconqueringthemarket.Otheractorswentevenfartherbyintegra)ngtheirownincubatorwithintheirorganiza)onasOrange,telecommunica)oncompany,withitsLab.Forastart-up,theobjec)veistodevelopfor,eventually,becomeaverylargecompanyinthefuture.
DevelopLabstotest,experimentnewideas,exis)ngornewpoten)alinven)onstohelpyouoryourclientsvisualizethepossibili)esandprac)cali)es.Learnmoreaboutcollabora)onwithresearchersandsupportbasicacademicresearch.
Findfundingforyourinnova)oninvestment(Government’shelp,ReturnOfInvestment,solwarepatentsandcopyrightdura)on…).
Con)nuouslysustainacultureofinnova)oninareal-)mecompe))on.Instantmessaging,socialnetworkingandubiquitouswirelesscommunica)onsarethereality.Createanatmospherewhereemployeesareanxioustoexploitnewpossibili)es.
Leadersshouldputinnova)onattheheartoftheirorganiza)onasabusinessstrategy.Itwillchangetheconversa)ontocreateanewdynamismtoeveryorganiza)on.
Theyhavetofosterorganiza/onal-friendlyculturesthatcon)nuallyrenewandchange.Thereisnosimpleprescrip)on.Itisacompositeofmanystepsresul)nginculturalchangewithintheorganiza)on.
Culture
Google’sdriverlesscarwasadirectoutgrowthofchallengethatofferedaone-million-dollarprizeforacarthatcouldnavigateaspecificcoursewithoutahuman.
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• Whatmistakedocompaniesokenmake?Whenaskingforideas,weinvitealotofnoiseandunnecessarywork.Everypersoninsideandoutsideofanorganiza)onhasanopinion,sugges)on,orideaabouthowtoimprovethings.Therealityisthatmostoftheseideaswillnotbeeffec)veinproducingposi)veresults.Themaindifficultyistoknowwhichcombina)onsofthemwillbevaluable.Soitisallaboutthecustomer’sperceivedvalue.Comingupwithideasisrela)velyeasy,fastandcheap,butthenthoseideasneedtobeturnedintoarealsolu)on.Fartoomanycompaniesexpecttoachievethehighestlevelsofinnova)onwhileonlyprovidingthestrategy,tools,andsupportforlower-levelsuccess,atbest.
Manyleaderstalkaboutinnova)ontobeacompanyvaluewithoutactuallypuxngtherequiredlevelof)me,people,budgetandsupportbehindittomakeithappen.Innova)onisassociatedtoaproductoratechnologicalplatorm.Andintruth,itisbiggerthanthat.Itistheinnova)onsinorganiza)onsandmanagementthatprecedeproductortechnologyinnova)ons.Youinnovatethecompanybeforeinnova)ngtheproduct.Workinsilotofind,test,andimplementideas.Keeptheoldwayofdoingthings,especiallyincorporatecompanies.Manycompaniescreateinnova)on’sorganiza)onsjusttohavegovernmentfinancing.Itisdifficulttofindabacklogofnewcreators.Schoolneedtobereinventedinordertoprovidethenewcreatorsoftomorrow.
MoreandmorestrategydepartmentsandCEOshavealreadyselectedinnova)onasoneoftheirstrategicpillarsforgrowth.However,theimplementa)onofinnova)veprocesseswithaposi)vevaluecanbealongpathtoachieve.
LongPath
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8.BusinessModelImpactsToday’sexponen)alandrapidtechnologicalinnova)oniscon)nuallychallengingcompanieswithopportuni)esandthreatstofundamentallyreinventthewaytheydobusiness.Successfulbusinessmodelsdonotlastforever.NotpayingaGen)onisanevenbiggerrisk.Companiesneedagoodunderstandingoftheircurrentbusinessmodel.Theymustconstantlylookoutforsymptomsofbusinessmodelchange.Theycanthenoperatedefensivelyoroffensively.
• TypesofimpactExtension.Itistheimprovementoftheperformanceorfunc)onalityofaproductorprocesswithoutradicallychangingit.
Subs/tu/on.Itisthealterna)veorthereplacementofproductsorservices.Companiesmayhavetocannibalizetheirownrevenuestosurvive.
Disrup/on.Itisthereinven)onofasubstan)alreshapingofanindustrystructure.
WithitsiPod(2001)anditsiTunesstore(2003),Applechangedthewaypeoplelistento,buy,andstoremusic.Theychangedtherulesofcompe))on.
Digitalphotographyandsmartphonesmadetradi)onalbusinessmodelsobsolete.Kodakdidnotchangequicklyenoughanddidnotsurvive.Fujifilmmanagedthedigitalassaultbydiversifying.
ThroughNike+,Nikehasextendeditscurrentbusinessmodelfromprovidingappareltoprovidingnewhardwarewithusefuladd-onservicesforitscustomers(RunningApp,SportWatch…).
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• Whathappenswhenthecontentcomesfreely?Salesofmusiconphysicalmediahascon)nuouslydeclinedsincethebeginningofthe20thcenturywhereastotalunitsofmusicpurchaseds)llgrow,reflec)nganevenfasterincreaseinthepurchasesofdigitaldownloads.Sohowdidmusicdisappear?Thevalueofmusichasnotchanged,onlythepriceandthesupportdevice.Thetotalrevenuestotherecordcompaniesares)lldown30%.
• Informa/oniscostlytoproducebutcheaptoreproduceToday’smostadvancedautoma)ctransla)onservicesareapplica)onsthatdosta)s)calpaGernmatchingoverhugepoolsofdigitalcontent.Itwascostlytoproduce,butcheaptoreproduce.Thedigitaltechnologyallowscompaniestosupportveryimportantloadincreaseswithouthavingtomodifytheirorganiza)on.
• Start-upsStart-upcomestoshakeuptheeconomicandcompe))veorderestablishedindomainssuchasthetransport,travelbooking.Indeed,theyproposefasterservicesandcheaper.
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9.Organiza/onLeadershipTransformingacompanyaroundcustomersexperience,opera)onalprocesses,andbusinessmodelisaresponsibilityfortopexecu)ve’sleaders.Middlemanagerswillnothaveenoughauthoritytodrivethedigitaltransforma)onacrossbusinesssilos.Becausesuccessfuldigitaltransforma)onisastrategicac)vity,itmuststartatthetopofthecompany.
• Top-downleadershipWithouttheCEO’sengagementandbelieves,withouttheabilitytoar)culatedirec)onandofferaconvincingglimpseofthe«PromisedLand»,employeesingeneralwillstay«businessasusual».Cultural,organiza)onal,andleadershipchallengesarethemostimportantfactorthatslowtheadop)onofthetransforma)on.
Thesenior-mostexecu)vesmust:o Setdirec)ono Buildmomentum(PutDigitaltransforma)onatthe
topoftheagenda)o Ensurethatthecompanyfollowsthrougho Buildacoali)onofbelievers
• Apowerfulcoali)onamongtopleadersintheorganiza)onisessen)albutnotenough.Theymustcollec)velyunderstandthepoten)althreatsandopportuni)esfromdigitaltechnologiesandtheneedfortransforma)on.
• Akeyaspectofcompe)nginthedigitalageistheability
ofleaderstobecomfortablewithcertainlevelofambiguitywhenitcomestodigitalini)a)ves.
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Employees,customers,andinvestorsmustbeengagedtomovetothesameandcleardirec)onandmakethevisionareality.
• Iden/fystrategicassetstodefinethosethatwillremainstrategicPhysical(retailstores,distribu)onnetworks,warehousesanddepots,products).Combina)onofphysicalanddigitalassetscanolenbeakeensourceofadvantages.
Competencies(func)onalskills(IT,sales)orknow-how(products,processes,technologies)).
Intangible,bynatureolenthemostdifficulttogauge(brands,reputa)on,culture,patents,proprietarytechnologies).
Data,oneofthemostvaluabledigitalassets.Companiescanevenmone)zeit.
• Defineaclearintentandoutcometofacilitatecommunica/onandcommonunderstandingIntentisapictureofwhatneedstochange.Outcomeisameasurablebenefittothecompany,itscustomers,oritsemployees.Together,theyhelpemployeesvisualizethefutureoftheorganiza)onandhelpmo)vatethemtostartrealizingtheoutcome.Evolvevisionover)metogiveenoughflexibilitytoinnovateandbuildonit.
Digitaltransforma)onstartswhenatransforma)vevisioniscreated,agoaltoenvisionhowthecompanywillbeinthedigitalworld.Thevisionneedstobefocusedonenhancingcustomerexperience,streamliningopera)ons,orcombiningbothtotransformbusinessmodels.
Vision
CDiscount,anonlineretailer,sellsitscustomersdatainforma)ontoothercompanies.
Decathlon,asportretailer,reviewseveryyearafive-yearvisionwithalloftheemployees,allovertheworld.
V I S I O NV I S I O NV I S I O NV I S I O NV I S I O NV I S I O NV I S I O N
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• GoalsThecompany’smostseniorexecu)vesmustdesignthegovernance.Governancechoosemechanismsthatgivetheappropriatelevelsofcoordina)on(priori)zing,synchronizing,andaligningini)a)vesacrossthecompany)andsharing(usingcommoncapabili)esandresources,includingpeople,technology,anddata)fordigitalini)a)ves,inlinewiththecompany’sstructure,culture,andstrategicpriori)es.Governanceisveryhelpfulforglobalcompaniestofindawaytocollaboratemoreeffec)velyacrossgeographicloca)ons,differentunits,andspecial)es.
• SteeringCommineesThesecommiGees,consis)ngofsomeofthemostseniorexecu)vesinthecompany,makedecisionssuchasra)fyingpolicies,priori)zingcompe)nginterests,andkillinglow-valueprojects.
• Roles&Responsibili/esCommiGeecanmakedecisions,buttheycannotdrivechange.Leadersdothat.Itisnecessarytoputinplacesomebodyinchargeofleadingdigitaltransforma)on,whetherthatisaChiefDigitalOfficeroranotherleader.Thisleadercreatesanunifyingdigitalvisionandsynergiesarounddigitalpossibili)es,coordinatesdigitalac)vi)es,helptorethinkproductandprocessesforthedigitalage,andsome)mesprovidescri)caltoolstoresources.Suchaleadershouldbehelpedinherorhisresponsibili)esfromcommiGeeordigitalcircle.
Evenwithastrong,engaging,andclearvision,itisquiteachallengetoconducttheorganiza)on’seffortinasingledirec/on.Governancehelpstosteerthecompany’sac)vi)esintherightdirec)onbyfiguringoutwhoisinchargeofthetransforma)onandwhatkindofmechanismsshouldbeputinplace.Itturnsadigitalcacophonyintoasymphony.
Governance
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Hereanexampleofanorganiza)onchartin2phases.
A.First,increaseDigitalMaturitybyaddingaCDOoranequivalentleader
Atfirst,thenewroleofChiefDigitalOfficerreorganizesteamstomodernize,op)mize,andintegratedigitaltouchpoints.Thisaffectstherolesandobjec)vesofmarke)ng,socialmedia,web,mobileandcustomerservice,aswellashowthesetypicallydisparategroupsworkinharmony.Theambi)onistomaketheirbusinessesrelevantinadigitalerawhilegrowingopportuni)esandprofits,aswellasscalingefficientlyintheprocess.Butworkwithotherbusinessunitsstaydifficult(poli)cs,culture,silos,conflictonsomeac)vi)es).
Theexactshapeoftherightorganiza)onstructureisnotyetclear.Nosinglegovernancemodelisop)malforallcompanies.Governancesarenotsta)csandmustbeadjustedover)me.Inacomplexcompanywithmanybusinessunits,andgeographicareas,whoownsthetransforma)oncanbeaverydifficultques)ontoanswer.Marke)ng?IT?Opera)ons?Allatonce?Althoughitisuncleartoday,thereisnoques)onthatthecurrentgovernancewillbedrama)callymodified.
Organiza/onChart
B.WhenacertainlevelofyourDigitalMaturityisachievedinallunits,removetheCDO,replacetheCMO,changetheroleoftheCIOandAddanInnova/onDirector
Therearemanyinterconnectedfactorstoconsiderwhenembarkingonatransforma)onjourney.Somany,infact,thatoverwhelmedorganiza)onsarelookingtonewCxO)tles:ChiefDigitalOfficer,ChiefMobileOfficer,ChiefDataOfficer...Butaretheseexecu)vesreallyneeded?IsthistheanswertotheCIOandCMOfailingtocollaborateandworkeffec)vely?Whenacompanyhasengagedhiscon)nuoustransforma)onandhasacquiredacertainlevelofdigitalmaturity,itcanstarttodispensewithasingledigitalowner.Thisrequirestheprofoundchangesoftheexis)ngrolesandresponsibili)esinordertohaveabeGersymbio)cprocessbetweenpeople.TheCIOmustalsopar)cipatetoimportantdecisionsandmustbeatthetopexecu)vegroup.
• InstallProject-Basedorganiza/onStronggovernanceprocessesrequireanintegratedIS-ITandbusinessapproachtoconductprojects.MakingbusinessleadersaccountableforthefinancialresultsoftechnologyprojectsisonegoodwaytoensurethatIS-ITandbusinessareinsync.
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• ChoosegovernanceandagilityThegoalofthegovernanceistounderstandandseparatetheroleandresponsibilityofeachunitinordertoavoidthetypical«everyoneisresponsibleforthesamething»thatslowtheac)onsanddecision-making.Youmustreinforcecollabora)onwithagility.Youneedtoseparatelow-valueinterac)onsbetweenunitsthatcanbeautomatedwiththeproperdegreeofgovernance.Thisprovidesgreateragilityandspeedforeachunittofocusonstrategicini)a)ves,withbeGervalue.
• Figures
PHASEA.FIRST,INCREASEDIGITALMATURITYBYADDINGACDOORANEQUIVALENTLEADER
TYPICALORGANIZATIONCHART
CEO
CProductOCMO COO CFO
OfflineCust.Experience
OfflineMarke)ng
OfflineStore
SupplyChain
Fulfilment&Logis)cs
StoreOpera)ons Applica)ve
Infrastructure
Buying
Merchandising CIO
Finance
CDO
e-Commerce
Omni-Channel
OnlineCust.Experience
OnlineMarke)ng
DigitalInfoSystem
OnlineMerchandising
DigitalSpecialist
35
36
PHASEB.WHENACERTAINLEVELOFYOURDIGITALMATURITYISACHIEVEDINALLUNITS,REMOVETHECDO,REPLACETHECMO,CHANGETHEROLEOFTHECIOANDADDANINNOVATIONDIRECTOR
CEO
ProductDirector
CustomerDirector
Opera)onDirector CFO
CustomerExperience
Marke)ng
Omni-Channel
SupplyChain
Fulfilment&Logis)cs
StoreOpera)ons
Buying
Merchandising
Finance
ISDirector
Infrastructure
Applica)ve
Data&Analy)cs
Innova)onDirector
Labs
ProofOfConcept
ProjectDirector
Methodology,Agility
ProjectManagement
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10.Involvement
ExtensionTheexponen)alprogresshascreatedtheemergenceofreal,usefular)ficialintelligenceandtheconnec)onofmostofthepeopleontheplanetviaacommondigitalnetwork.Theseadvanceshavefundamentallychangedourgrowthprospects,waysoflivingandhavetransformedhowphysicalworkisdone.Thankstotechnology,wearecrea)ngamoreextensiveworld.
Thischapterdoesnotpromoteanyphilosophicalandpoli)calideas.Yet,acompanymaywanttotakeapersonalroleinthefutureofoursocietythatwillbeprofoundlyaffectedbytheexponen)alprogress.Itcanbedonewithatruehumanis)cvision,orafearthatitsownbusinessmodelwillbeaffectedifnothingisdone,orjusttoimproveitscorporateimageamongemployeesandcustomers.
• OveralllivingstandardincreasedOnmiscellaneousmedia,debatesandpredic)onsproposenega)veoutcomeofthetechnologicalprogress.Butwhenyouconsidertrendsoverthepastcentury,overalllivingstandardshaveincreasedenormouslyworldwide.Costsoffundigitaltoolshavebeendecreasingforthelastdecades.Peoplehavemoreaccesstopoetry,books,travelling,cooking,pain)ng...Innova)onslikemobileareimprovingpeople’swell-being.
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• Produc/vityincreasedHardlabourhasbeenreducedtoo.Robotshaveafewobviousadvantagesoverhumanworkers(noneedtosleep,orcoffeebreaks,orhealthcare).Peopleoncerou)nelyworkedmorethan15hoursperweek.Today,theaverageworkweekisshorterwithoutdecreasingtheproduc)vity.ArecentstudyhasshowedthattheaverageAmericanworkertakesonly11hoursoflabourperweektoproduceasmuchassheorheproducedin40hoursin1950.AnotherstudyindicatedthatcompaniesusingmoreITtendtohavehigherlevelsofproduc)vityandfasterproduc)vitygrowththantheirindustrycompe)tors.
• NewMetricsareneededHowever,metrics,thatmakelifeworthwhile,arevirtuallyinvisibleintheofficialsta)s)cs.TheydonotaddvaluetotheGrossNa)onalProduct(GDP).Indeed,GDPdoesnotmeasureoursenseofhumour,norourlearning,norourfreedom,neitherourcollabora)veac)vi)es.Neweconomicmetricsneedtobeinnovatedinordertoavoidlookingatthewronggaugesandtomakebaddecisionswithwrongoutputs.
However,thepowerofexponen)aldigitalprogressandthedawningofmachineintelligenceaswellastheglobaliza)oncanpresagedisrup)ons.Ifprogresscansubs)tutehumanworkersformachines,peoplewillbejobless.Ourdigitalinfrastructureisalsobecomingevermorecomplicatedandinterlinkedtomanage.Then,Peoplewillbeincreasinglyconcernedwithques)onsaboutunexpectedsideeffectsonself-worth,family,healthvalues,privacyandfreedom,catastrophicevents…
Disrup/on
• Inelas/cdemandAnincreaseinproduc)vityisnotexactlymatchedbyaniden)calincreaseindemandtokeepeveryonejustasbusyastheywerebefore.Produc)vitycon)nueditsupwardpathasemploymentbentsincethelate1990s.Lesseducatedworkerswhosejobsfrequentlyinvolverou)necogni)veandmanualtasksares)lleliminatedandothersareaugmented(highlyeducated,skill-biasedtechnical).
• RapidchangeTheabilitytochangeourskills,organiza)ons,andins)tu)onsisslowerthanthepaceoftechnicalchange.
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• SevereinequalityDigi)za)oncreateswinner-take-allmarketsbecauseo Goodscapacityconstraintsbecomeincreasingly
irrelevant(loweredcoststoproducewithlesspeople).
o Itincreasesthecapacityofadecision-makerthatcanmakelargedifferencesinsalary.
o Itincreasestheprofitsearnedbycapitalownersandreducestheshareofincomegoingtolabour.
Disrup)onExampleonPhotographyEconomy15peopleatInstagramcreatedasimpleappusedbyover130millioncustomerstosharesome16billionphotos.Incontrast,Kodakemployed150,000people,andevenmoreviatheextensivesupplychainandretaildistribu)onchannels.Moreover,Instagramhasamarketvalueseveral)mesgreaterthanKodakeverdid.Kodakdoesnotexistanymore.
• ReinventschoolsToday,theclerksarethecomputers.Schoolsshouldpreparepeoplewhoguidethosecomputerstodotheclericaljobs,usedigitaltechnologiesanddeveloptechnicalskillforallstudentprofiles.Schoolsmustalsoemphasizeself-directedlearning,hands-onengagement,crea)vity,andmul)disciplinaryapproachtotrainfutureworkerstoadapt.
• DevelopentrepreneurshipsspiritTheeconomymustinventnewjobsandindustries.Youngcompanieshavecreatedmorenetjobsthanoldcompaniesforthelast30years.Entrepreneurshipshouldbewelcomedanddeveloped,eveninhugecorporateorganiza)on.
Inthecomingdecade,wewillbethewitnessesofawaveofamazingtechnologiesunleashedthatwillimpactoureconomicins)tu)onsandintui)ons.Bymaximizingtheflexibilityofourorganiza)onmodels,wewillbeabletodealwiththesechanges.Awillingnesstolearnfromothers,towelcomedivergentideas,toadaptourownprac)cesandtohaveopenmindswillbethekeysofsuccessfornotonlypolicymakersbutalsoourentrepreneurs,andeachofusindividually.
Empowerment
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• SearchtalentdifferentlyToday,searchajobanddevelopyournetworkingaremucheasierthankstotheweb.However,havingtheperfectmatchbetweenpeopleandjobiss)llchallenging.Newwaysmustbeinventedtocreatenewmetricsandreducethedisillusion.
• Supportbasicacademicresearch
• Upgradesci/esExcellentinfrastructure(streets,down-town,airports…)makesanareamorepleasanttoliveandtodobusiness.Itisalsoamoreproduc)veplacetowelcometalents.
• DosmarttaxesTaxescanreducetheamountofundesirableconsequence(health,educa)on…).Economyischangingandtaxesmustadapt(companiesdoingbusinessremotely,taxesonrobot...).
• Welcomeanyotherideas…
Voyages-SNCF,digitaltourismcompany,workcollec)velywith3start-ups,todeveloptheirini)a)ves,togetclosertotheiragilewayofworkingandtogetinnova)onsinordertotransformthesectoroftheTravelsector.Then,theywereabletolaunchthefirstFrenchacceleratorin2016.
AcompanycalledKnackhasdevelopedaseriesofgamesthatcandetecttheplayers’crea)vity,persistence,extroversion,diligence,andothercharacteris)csthatarehardtodiscernfromaresume,orevenaface-to-faceinterview.
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Forinstance,InternetwasthefruitofUSDefenseDepartmentresearchthatwantedtobuildbombproofnetworks.
Exponen)alprogressofthetechnologywillcon)nuetoimpactalotofyourac)vi)esasemployee,customer,andhumanbeingwithnoendinsight.EnteringintotheDigitalTransforma)onJourneyisahardtaskforcompanies,buttherehasneverbeenabeGer)me.Togetstarted,youmusttranslateyourvisionintostrategicgoals.Aroadmapwillguideyourorganiza)ontowardthejourney.
11. DigitalTransforma/onJourney
YourOwnWay
ANALYTICS
CUSTOMER
EXPE
RIEN
CE
OPERATIONALPROCESS
INNOVATIONBUSIN
ESSM
ODEL
INFO
RMATIVE
SYSTEM
INVOLVEMENT
ORGANIZATION
DATA
1True
CommitmentFromTheTop
2 3 4
10 9 8 711
56
13
12
PartnersForTheRoad
DedicatedDigitalTeam
MaturityAnd
Opportunity Custom
erJourney
EmployeeJourney
NewExternalAndInternal
Skills
IS-ITAndBusinessCollabora)on
DataJourney
TechnologicalJourneyAg
ile
Approach
Sustaining
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YourOwnWayTransformacompanyiscomplexandhasvastlydifferentmeaningsfordifferentorganiza)onswithdifferentsizes.Followingatypicalmodeldoesnotguaranteeasuccess.Youmustdefineyourownway.Yoursuccessis)edtoyouren)reecosystemofyourcustomers,partnersandemployees,aswellastheinterfacebetweenthesegroupsandthetechnologyyouchoose.
TrueCommitmentFromTheTop
Inordertobringarealchange,topexecu)vesmustsupportandcon)nuouslysellthevisionfordigitaltransforma)oninternally.Theyalignpeopletogetherfromdifferentgroupstocollaborateandtounderstandwhyajourneyisnecessary.CEOsshouldsendclearmessagestotheorganiza)onearlytosparkaburningsenseofurgency(suchasa«Digitalyear»concept).Theywillre-priori)zeinvestmentsinlightoftheevolvingdigitaltransforma)onjourney.
PartnersForTheRoad
Formostexecu)ves,digitaltransforma)onisbrandnew,andthedesiretochangeolenexceedstheabilitytodoso.Youshouldfindexternalsupports.However,youwillhavetomakeadifficultchoiceamongapell-mellofstrategists.Theseactors(digitalagencies,Marke)ngcompanies,providers,integrator,technologyconsultants,financingconsultants,freelance…)musthaveagreatunderstandingintheglobaltransforma)onecosystem.Reminder,yourtransforma)onprocessisnotonlyatechnologicchange.Awiseapproachtopartnerselec)onisimportant,especiallywhensomeactorsviewtechnologyastac)calsolwareselling.Youshouldseekpartners,notvendors,tobeconfidenttheywillalsoinvestinyoursuccess.Flexibilityandadaptabilityskillsshouldalsobeconsideredinyourpartnerselec)onsasyourtransforma)onevolvesover)me.
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DedicatedDigitalTeamYouneedtobuildadedicatedteam,adigitalcircle,responsibleforbringingaboutdigitaltransforma)onacrossthecompany.Itisaboutfindingagroupofpeopleatdifferentlevelsthroughouttheorganiza)ontoeachlineofbusinesswhoaretheplayersandinfluencerstopavethewayforacollabora)veapproach,toachieveprogressandsustainenergy.Youmaydecidetohaveanexecu)ve,suchasaChiefDigitalOfficer,inchargeofbuildingandmanagingthisdigitalteam.Thisexecu)vewillformstrategicallianceswithotherexecu)vessuchasCIOsandCMOs,whoarethekeyadvocatesforatransforma)onsuccess.Theycouldalsorapidlybeyourbiggestdetractorsifyoudonotconsiderthem.
MaturityAndOpportunity
Inanacceleratedworld,youmustslowdowntothinkbeGer.Beforechangecanbegin,ques)onsmustbeanswered,opportuni)esmustbediscovered,anddesiredbusinessoutcomemustbeiden)fied.Itwillgiveyouadirec)oninyourdigitaljourney.
Thechallengeisglobal,notonlytechnological.Notoolwillsolvethisproblemwithoutfullydefinedexpecta)ons.Strategistsanddigitalcirclesneedfirsttoiden)fywhatopportuni)esaretoyourbusinessenvironmentandbeyond.Companiesalsoneedtoknowwheretheystart,howmaturetheirdigitalprofilesare,andwhichcurrentstrategicassetswillhelpthemtoexcel.Everycompanyisdifferent.Inalargeglobalorganiza)on,digitalcompetenciesmayvarybydivision,linesofbusiness,func)ons,businessmodels,orgeographicalloca)ons.
ExampleofDigitalMaturityMatrix
DigitalCapabili)e
s
LeadershipCapabili)es
Fashionistas DigitalMasters
Beginners Conserva)ves
• Manyadvanceddigitalfeatures(social,mobile)insilos• Nocompletevision• Underdevelopedcoordina)on• Digitalculturemayexistinsilos
• Managementskep)calofthebusinessvalueofadvanceddigitaltechnologies• Maybecarryingoutsomeexperiments• Immaturedigitalculture
• Completedigitalvisionbutmaybeunderdeveloped• Fewadvanceddigitalfeatures,thoughtradi)onaldigitalcapabili)esmaybemature• Strongdigitalgovernanceacrosssilos• Ac)vestepstobuilddigitalskillsand
culture
• StrongCompletedigitalvision• Excellentgovernanceacrosssilos• Manydigitalini)a)vesgenera)ngbusinessvalueinmeasurableways• Strongdigitalculture
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CustomerJourney
Toachieveyourdesiredopportunity,everyjourneymustconsiderthebroaderpictureofcustomerbehaviours.Theexactnatureofanorganiza)on’sdigitaltransforma)ondependsheavilyonthedegreetowhichitengagesdirectlywiththeendconsumer.
«Whatisacustomerjourney?»,«Wheredoesitstartsandend?»shouldbeyourfirstques)ons.
Aleransweringtotheseques)ons,youcanthenre-imaginetheen)rejourneywithallofyourphysicalanddigitalchannels.Startbymakingthecustomerjourneyaseffortlessandgra)fyingaspossible.Makeiteasyforcustomerstofind,research,buy,andbedeliveredfromyou.Indeed,adisjointedcustomerexperiencecausesmanyabandoningjourneysbeforecustomerscancompletethedesiredtask.
Youconcentrateyoureffortwheredigitalisfundamental.«Customer-first»touchismostlydigital.Customersstarttheirjourneyonyourwebsite,movetomobile,searchonGoogle,openachatwindowwithcommuni)es…Infact,bythe)mecustomersengagewithyoudirectly,theyhavealmostdonetheirpre-purchasedecision-making,mostlythroughoutyourdigitalchannels.
However,youmustalsofollowthecompletelifecycleofaproductoraservice(inventory,traceability,shipping…)throughoutthisjourney.
Atthesame)me,youmustresistthinkingaboutdigitalintermsoftools,platorms,QRcodes,andallofthewidgetscomingnext.
Anyinternaldepartmentthattouchesthecustomerduringthelifecyclemustcollaboratetoaligntransforma)onwiththedigitalcustomerexperience.
EmployeeJourneyDonotforgetaboutyourinternalstakeholders:youremployees.Engagingemployeesshouldbeacentralpartofyourdigitaltransforma)onstrategy.
Experiencesisdevelopedandimplementedwiththecompletespectrumofusersinmind:customersandemployees.Everyemployeeisaninternaluser,cri)caltofosteringsuperiorcustomerexperiences.
Tomobilize,youensurethatallemployeesunderstandthechange.Youcommunicatewithallavailabledigitalplatorms(video,enterprisesocialnetworks,webcasts,andintranets)andtradi)onalchannelsaswell.Ifyouwantengagedemployees,youneedtoevolveyouren)reemployeeecosystem(applica)ons,tools,environmentofwork,andpromo)onofinnova)on…).Youshouldconsiderthatpeoplemightbeinterestedinworkingwheretheywant,atthehourtheychoose.
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Highqualityofemployeeexperienceincreasespersonalinvestmentinthedigitaltransforma)onjourneyoutcome.Thisinturnimpactsbothemployeerecruitmentandreten)on,aswellasthequalityofcandidatesyouanract,theirproduc/vityandhowwelltheyrepresentyourcompanytotheexternalaudience.Youremployeescancommunicateastheywish,withafewfriendsorhundredsoffriends,sharingsensi)veinforma)oneasilywithpeopleinsideandoutsidetheorganiza)ons.
Youneedtohaveapar)cularaGen)ontoresistancetochange.Oldhabitsdiehard.Peopleconcentrateontheirownpriori)esandtheydonothaveaholis)cviewofcompanygoal.Shilingtonewreali)estakes)me.Forexample,itisnaturalformanagerstomoveintoamodeofself-preserva)ontoprotecttheirroleandthatoftheteamatlarge.
Youshouldfacilitatecross-func)onalworkandredefineformalrolesandresponsibili)esforeachperson.Itisimportanttomakeeveryonefeelasenseofownershipintheprocessfordigitaltransforma)onandtoavoidtypicalpoli)calreten)on.
NewExternalAndInternalSkills
Anorganiza)onchangerequiresnewskillsandnewwaysofworkingcollabora)vely,some)mesremotelyandworldwide.Tocompoundtheproblem,mostcompaniesarechasingalerspecificskills,suchasprogrammers,socialmediaanalysts,mobilemarketers,cloudarchitects,datascien)sts,anddigitalprojectmanagers.Havingtherightdigitalskillisanimportantsourceofcompe))vebusinessadvantageandakeyenablerofdigitaltransforma)on.Youshouldalsobeopentocatchtalentbeyondcircleofusualcandidates.Companiesareusingalloftherecruitmentchannelsofdigitaltechnologies(socialmedia,onlinerecruitmentagencies)aswellasmoretradi)onalroutes.However,gainingnewskillscannothappenfastenough.Companiesneedtotapintomul)pleapproaches,hiringnewskills,partnering,acquiringsmallercompaniespurelyfortheirtalent(butitcanberiskytoimplement)andinves)nginagilestart-ups(incuba/on).
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Youalsoneedtoempowerexis/ngteamstohaveeveryoneatthesamedigitalpage.Employeesareoneofyourbiggestassetstosucceedyourtransforma)on.Youshouldinvestinimprovingtheirabili)esintechnologyandbusiness,aswellasleadershipandprocesstraining.
Thereisfrequentlygapbetweenoldergenera)onsandMillennial.Companiesmustpromote«reversementoring»tofosterunderstanding,createmutualempathy,andpromotecollabora)onbetweendisparategenera)onsofteammembers.Eachteamshouldbequalifiedtoreconstructdigitaltouchpointsandinvestinnewstrategiesandtechnologiesbecausetheyfundamentallycomprehendthenewjourneyandhowtocap)vateandleadcustomerexperiences.
Inmanycompanies,therela)onshipseemstobemorelikeatroublemarriagethanasmoothlyfunc)oningpartnership.Chatsarefullofconflict,andliGlecollabora)ontakesplace.
• CausesofpoorIS-ITandbusinessrela/onshipWhatisclearisthattheybothhavecompletelydifferentmodesofopera)on.Muchofthetensionrelatestopooralignmentofmetricsandaccountability.Theirbothresponsibili)esaredifferent.
IS-ITmaybeseenasacostcenterincentedtomi)gaterisk,andpriori)zesecurity,governanceandcontrolwhilebusinessisresponsibleforrevenue,growthandexpandingopportunity.
IS-ITdonotunderstandbusiness,andaretooexpensiveortoolongtodeliver,slowdigitalini)a)veduetodatasecurity,qualityassuranceandotherservice-levelagreements.IS-ITunderpressuretoexecutequicklyandsome)mesbeyondtheirabili)es,mayprovidesystemsthatdonotmeetthebusinessneeds.Projectscanendbadlyinmul)pleways,includingremovaloftheirtechnologicauthoritywithinthecompany.Theybecomearepairingshop.
IS-ITAndBusinessCollabora/on
Whetheritissocial,mobile,print,kiosk,online,in-person,orthroughamyriadofothermarke)ng,sales,service,andloyaltychannels,manyofthesetouchpointsarenotnecessarilywellintegratedinternally.Yet,customersonlyseeonebrand.Wheneverthereisfric)oninthedigitaltransforma)onprocess,itislargelyduetothequalityofthepartneringbetweenIS-ITandBusiness.
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Businessarenotdisciplineintheirrequests,areimpa)ent,haveunreasonableexpecta)ons,insisttomakethingsintheirownways,focusondigitalgadgetinsteadofrealbusinessneeds.Businessusers,becomingmoretechnicallyproficient,maythinktobethebestexperttoguidetheirways.TheybypassIS-ITassistanceanddecidetoworkwithexternaldigitalcompanies.Insomecompanies,CMOsspendmoreonITthantheirCIOcounterparts.Unfortunately,whenBusinessunitsworkwithoutIS-IT,thetechnologicalsystemwillfailtodeliveraseamlesscustomerexperience.Thiswillalsocreateriskondataintegra)onandsecurity.Alterna)vely,itwillgrowthdelayandcostindeliveringsolu)ons.
• FixingtheIS-ITandBusinessrela/onshipCMOsandCIOsmustshareownershipofgoalsandoutcomes.InsteadofbusinessprovidingtherequirementsandIS-ITdeliveringthetechnology,peoplefrombothsidesshouldworktogethertopropelyourbusinessforward.Throughtransparencyaroundrolesandresponsibili)es,bothsidescanmakesmootherdecisions.Itispartofthegovernancestructure.
Attheexecu)velevel,itisimportanttorecognizethatwhiletheyeachholddifferentmetrics,theirincen)vesneedtobeadapted.
Youshouldbalanceself-advocacywithpriori)zedworkloadstoimproveefficiencyandreduceboGlenecks.Successwilllookdifferentdependingupontheobjec)vesofeachteam.
Projects,especiallywithnewtechnology,shouldbemanagedwithagilitytohavequickerfeedbackofthebusinesssoIS-ITcanrec)fyproblems.
IS-ITshouldpar)cipateineverymee)ngtounderstandobjec)vesandtoprovideinven)vebutrealis)csolu)ons,)melines,andcosts.
TheCIOshouldgetarespectedseatattheexecu)vetable.
Businessleadersshouldbeaccountableforthefinancialresultsoftechnologyprojects.
• ChiefDigitalOfficerAtfirst,thisroleisessen)allytosolvetheimportantdigitalchallengescompaniesface.Tosucceed,theCDOneedstopromotecollabora)onbetweenbusinessandIS-IT.Ifyouhiresuchaprofile,youwilldoitcarefullybecauseyouwanttoavoidhavingnewresponsibili)esoverlappingwiththeexis)ngscopeofyourCIOandyourCMO.Youdonotwanttohaveyetanothersilothatwilladdfric)ons.
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DataJourneyAmongtheproblemsfacingdigitaltransforma)on,datarepresentsthekeytounlockingnewcustomerbehavioursandpreferences.Complica)onsariseinnotonlymatchingthemountainsofdatafromsocialtoownedcustomer,butalsotodisparatedatasourceswithmul)plearchitecturetypes,loca)ons,interna)onalbrandsandtechnicalprotocols.
Businessneedsreliableandflexibledatasharingwithpartnersandcustomers,withoutintroducingproprietaryprotocolsthataredifficulttolearnexceptbeingadatascien)st.
Duringthelifecycleofthedatajourney,youshouldfindoutwhichdataarecri)calandwhicharenoises,whoownsdataandwhoshouldowndata,wheredataarelocated.Soyoucangatherdeeperlearningaboutthebroadercustomerjourney.Thefocusistofindabalancebetweeneasy-to-useandthemoresophis)catedpredic)veanalysisinaviewtowardsprovidingahomogenousexperienceforthedifferentpeople,systemsandapplica)onsthatneedtoaccessyourdata.
Collec)ngcustomerdataisnotaneasytask.Itcanpresentpoli)caldilemma.
TechnologicalJourneyModernizingyourInforma)veSystemcanbeatroubleac)vity.Youhavetobalanceyoureffortonmaintenance,moderniza)onandnewdevelopmentamongamul)tudeofapplica)on(ERP,CRM,websites,mobiles…),infrastructuresanddata.
Youneedtorethinkcompletelyyourtechnology,theOldandtheNew,toknowhowyouanswertotheneedsviewedduringcustomers,employees,anddatajourneys.
Whenyoustartyourtechnologicaljourney,resistthetempta)ontoviewdigitaleffortsasanewwaytoexecuteoldtasks.Today,technologyisagreatopportunitytocompletelyrethinkhowyoudoeverything,makingitanintegralpartofyourbusinessobjec)ves.
Yourhardwareinfrastructure,applica)onarchitecture,dataapproach…shouldbereviewed.YoureadjustyourUX/UIwithyourmiddleandbackendinfrastructure.Youmodernizeorreplaceyourapplica)onsofyourbackend,coresystem,websitesandmobiles.Youconnectdatawithallbusinessexpecta)ons.Youreviseandop)mizeyourcodewithanewprogrammingcharter.
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Youreviewyourcycleofdevelopment,QualityAssuranceincluded.Youmovesystemsordatatothecloud,withoutcompromisingsecurity…
AgileApproachMorethan1yearstostartortodeliveryourdigitaltransforma)onmaylosetheemployeeengagementandthebusinessbenefit.Thingsjustchangetooquickly.Bythe)meyouhaveapprovedandlaunched,itwillbeobsolete.
Itisthe)metospreadoutagile-project-basedcultureinallofyouremployeestoleadyourdigitaltransforma)on.Agileapproacheshelpyourorganiza)ontorespondtothebusinessneedsthroughincrementalanditera)veworkcadences.Itwillinstallquickcyclecalled«sprints»anddailymee)ngswherecross-func)onalteamsaddresschallengesandapplyimprovementsinreal-)me.Withthisapproach,stakeholdersprovidefeedbackatmuchearlierstages,avoidingwasted)meandeffort.Agilecouldnotbeefficientifthepipelineistoobigandnotorganized.Youmustdefineaprocesstopriori/zebusinessoutcomesthroughoutabusinessroadmaplinkedtotheprojectsini)a)veinordertoavoidboGlenecks.Itwillalsokilllow-valueproject.
SustainingSustainingthemomentumofadigitaltransforma)oniscri)caltolong-termsuccess.Itrequiresbuildingnewfounda)onskillsthatwillmakethechangepossible,aligningrewardstructurestoensurethatemployeesaremo)vatedandorganiza)onalboGlenecksareremoved.Youalsoputinplaceanitera)vereviewprocess(agile)tomeasureprogressfrequently.
• RewardsCalibraterewardstructurestodriveemployees’mo)va)on,produc)vity.Rewardsshouldnotbejustfinancialbutalsoonstatus,reputa)on,recogni)on,exper)se,andprivileges.
• Monitoring«Youcan’tmanagewhatyoucannotmeasure».Havingapropermeasurementandmonitoringsysteminplacewillprovidecompanywithconfidencethattheinvestmentsandthebusinesschangearebringingrealbenefitstocompany’sorganiza)on.DigitalCirclesshouldcon)nuetostudythe«ul)matecustomerjourney»every«x»monthstoadaptinvestmentsinrelevantdigitalcustomerexperiencestrategies.
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12.ConclusionThepastdecadehaswitnessedaremarkablerunofprogressintheareaofcomputers,solware,communica)onnetwork,robots,andotherdigitalequipment.Un)lrecently,thisprogresshassuddenlybecomeexponen)al.Thisconvertssciencefic)onintoeverydayreality,exceedingevenourrecenttheories.Digitaltechnologiesandglobaliza)onarecertainlynottheonlyforcescausingthisriseinspread,butalsopoli)calandeconomicdecisions,globalwarming,wars.Inthecomingdecade,wewillbethewitnessesofamazingtechnologiesthatwillcon)nuetotransformourwaysoflivingandworking.Andthereisnoendinsight.
Enteringintothedigitaltransforma)onjourneyisahardtask.Ourabilitytoadapttochangeisslowerthanthepaceofthetechnologicalevolu)on.Then,thelongerwewait,themoredifficultitwillbecome.Weneedtothinkmuchmoredeeplyaboutwhatthistransforma)onis,whatwereallywantandwhatwevalue,asindividuals,ascompaniesandasasociety.
Adesiretolearnfrompeople,towelcomedivergentideas,toadjustourpersonalprac)ces,toopenourmind,tothinkoutsidethebox,todevelopourcuriosity,toworkcollabora)velywillbethesustainableadvantagestomaximizetheflexibilityofourorganiza)onsmodeloverthesecondmachineage.
WewillbetheninbeGershapetoimplementtheseubiquitouschanges.
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