DigitalTransforma/onJourneyOrganiza)on,Business,Technology

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.

2

Agenda

3

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

2005

2010

1959

2006

1977

1983

1988

1990

1996

2001

2003

2004 2007

2002

1980

2011

2015

15th

1837

1885

1950

1970

1994

PRINTINGGUTENBERG

TVBLACK

TELEGRAPH

CINEMA

1COMPUTERAPPLE

ST

1COMPUTERCOMMERCIAL

ST 1MOBILE

MOTOROLA

ST

1G

TVCOLOR

USBKEY

WEB

1MOBILE

POPULAR

ST

2G153,6KBIT/S

WIKIPEDIA 3G56MBIT/S

TWITTER

WEB2.0LINKEDIN

1BILLIONINTERNETUSERS DSL

FASTER

FACEBOOKCABLEFASTER

1IPHONE

ST

TVDIGITAL

4G1GBIT/S

1PAD

ST

2BILLION

INTERNETUSERS

3BILLION

INTERNETSMS USERS

2012 SELF-DRIVINGCAR

4

Technology,EndlessTroublemaker

SOWHATIS

«Digitaliza/on»?

•  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

6

•  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

7

•  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…

8

•  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.

9

ABRUPT

HOWDIDTHIS?«Accelera/on»

Happen

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.

11

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).

12

WHAT

DOES

?«Transform»Digitaliza/on

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

DATA

14

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.

15

•  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

16

•  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.

17

•  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.

18

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.

19

•  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.

20

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.

21

•  Cyber-SecurityAsaresultofthegrowthdata,peoplebegintobecomesuspicioustoallcompanies,whichknowtheirprivatelife.Companiesshoulddealwiththeseconcernstokeepagoodimagetotheirclients.Besides,anumeroushackersaGackthecomputersystemofhugecompaniestostealinforma)onsuchasbankcardscodes.Cyber-Securityisonthemainfactorsoftheevolu)onofthebigdata.

Intelligenceandsecurityagenciesarecombiningdatafromsocialmedia,phonecallsandtextstotrackdowncriminalsandpredictthenextterroristaGack.

01101010001100 01101010001100011010100011000110101000110001101010001100

22

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.

23

•  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

24

•  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

25

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.

30

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.

31

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

33

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.

34

•  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

36

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.

37

•  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.

38

•  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

39

•  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.

40

Forinstance,InternetwasthefruitofUSDefenseDepartmentresearchthatwantedtobuildbombproofnetworks.

WHERE

DOYOU

?

«Start»

GETTRANSFORMED

TO

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

42

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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ARE

YOUREADY

?«Started»GET

TO

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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EXPERIENCE

DATA/ANALYTICS

OMNI-CHANNEL

VISION

CUSTOMER

TECHNOLOGYOPERATION

BUSINESS MODEL

PLATFORMLEADERSHIP

GOVERNANCE

DIGITAL

TRANSFORMATION

NEWSKILLS

INNOVATION

OUT-OF-BOX

INVOLVEMENT

PEOPLE

ROBOTJOURNEY

Ifyouwanttocon)nuethischat,pleasejoinmeat:

+1(514)430-6581 franck.mar)n.fm@gmail.com

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