Set all controls for destination digital

© PA Knowledge Limited 2013 1

SET ALL CONTROLS TO DESTINATION DIGITAL

Rob Mettler, Director of Digital Business

PA Consulting


Sir Martin Sorrell, CEO, WPP Group

How can legacy businesses keep their traditional,

profitable operations going, while the new digital

upstarts bite into their businesses? It’s the old

cannibalisation argument – if you don’t eat your

children, someone else will


The digital business looks different on the

outside



Critically the Digital Business is also very different on the

inside



Governance & controls

• Modified to handle real-time interaction

• Adapted to reflect social and SaaS

Structure & locations

• Aligned around outcomes

• Integrating disciplines, technical & business.

People and skills

• New digital thinkers needed, more right brain

• Data, PR and agile skills need development

Application and technology

• Interfaces adapted to leverage SaaS & social

• Agile methods, rapid regular releases

Culture and leadership

• Mindset adapted to think digital

• Creates new markets, disrupts self & others

Processes

• Designed for self-service

• Highly responsive to data/social

Information

• New skills in real-time big data

• Internal, external, 3rd party data

Customer model

• New propositions and experiences

• Creates products with customers/users

Sourcing and suppliers

• New partnerships

• New types of contract

Infrastructure & facilities

• New approaches, e.g. BYOD

• Internal systems and external

Market Model

New rivals, new markets, new forces

Finance Model

New revenue streams, new costs



Organisations range from those dabbling in digital to those that have reimagined their businesses and reconfigured them for the digital age

Dabbling with Digital

• No channel integration

• Heavily marketing biased

• Me-too services

• Minimal desire to change

• Minimal people with digital skills

Dealing w

• Multi-channel

e.g. on-line, mobile and phone

• Some new digital customer services

• Self service, zero-touch transactions

• Have a digital strategy

• Digital operations added to organisation

• Omni-channel operations

(physical, web, phone, tablet,

kiosk, mobile, social)

• Major growth and new revenues

from digital services

• Business strategy is digital

strategy

• Organisation re-structured to

be digital – new operating

models

Dabbling with digital

Digitizing today

A digital tomorrow

© PA Knowledge Limited 2013 – Data from senior clients attending PA Innovation event Nov 2012


Organisations range from those dabbling in digital to those that have reimagined their businesses and reconfigured them for the digital age

Dabbling with Digital

• No channel integration

• Heavily marketing biased

• Me-too services

• Minimal desire to change

• Minimal people with digital skills

Dealing w

• Multi-channel

e.g. on-line, mobile and phone

• Some new digital customer services

• Self service, zero-touch transactions

• Have a digital strategy

• Digital operations added to organisation

• Omni-channel operations

(physical, web, phone, tablet,

kiosk, mobile, social)

• Major growth and new revenues

from digital services

• Business strategy is digital

strategy

• Organisation re-structured to

be digital – new operating

models

139

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60 02

02

05

05

151

151

120

120

24

24

73

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79

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57

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128

128

69

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90

90

137

137

32

32

82

82

78

78

135

113

113

135

Current position of company

Target position of company

Dabbling with digital

Digitizing today

A digital tomorrow

© PA Knowledge Limited 2013 – Data from senior clients attending PA Innovation event Nov 2012 and Design for Digital Event in Sept 2013

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Data snapshot #1 - Leaders don’t get digital and we’re lacking the skills we need

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Strongly Disagree Disagree Neutral Agree Strongly Agree

Re

sp

on

se

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Our leadership team understand digital

We have the right skills to succeed in the digital age

Data from PA Digital Barometer- http://digitalbarometer.paconsulting.com

http://digitalbarometer.paconsulting.com/



So what’s stopping organisations?

Inertia

Understanding

No strategy

Culture Legacy

Executive sponsorship

Investment/bus. case Lack of agility

Expertise Data from PA Digital Barometer- http://digitalbarometer.paconsulting.com




1. Re-boot the leadership Create digital leadership through education, do you need a CDO or a digital NED?

2. Educate in the language of the business Create the evidence base (numbers & customer) – what’s the value, revenue & profit

3. Look at it holistically across/into the business

It’s not just web and apps, it’s not just a channel, get under the skin, into the business

4. It’s a journey, break it down to achievable chunks Identify proof points (e.g. pilots) and focus on them, intercept annual planning

5. Create the A Team to drive it Drawn across disciplines, with senior sponsorship, consider skunkworks activity

Five key things to help you reach Destination Digital


Rob Mettler Please complete the digital barometer

http://digitalbarometer.paconsulting.com

Destination Digital – the blog

[email protected]

@robmettler



http://www.paconsulting.com/blog/destinationdigital/

Set all controls for destination digital

Business

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