Download - Earley Executive Roundtable - Building a Digital Transformation Roadmap

Copyright © 2015 Earley Information Science1

Building a Digital Transformation Roadmap

Copyright © 2015 Earley Information Science

Seth Earley

Paul Wlodarczyk

Dave Zwicker

Earley Information Science

Click to view the recording of this webinar

http://info.earley.com/roundtable-digital-transformation-roadmap


Today’s Agenda

• Welcome & Housekeeping

– Session duration & questions

– Session recording & materials

– Take the survey!

• Key Issues & Considerations

– Dave Zwicker, CMO

Earley Information Science (@davezwicker)

• The Panelist Point of View

– Seth Earley, CEO,

Earley Information Science (@sethearley)

– Paul Wlodarczyk, VP, Client Services

Earley Information Science (@twitcontentguy)

• Expert Panel Discussion

• Questions & Answers

• Join the conversation: #earleyroundtable


Don't miss CMSWire's DX Summit 2015 —

a new event for marketing and technology

leaders who are defining the next

generation of digital customer experiences.

Visit DXSummit.com for the agenda,

speaking opportunities and registration

information.


Workshop: Assess Your Organization's Digital Maturity and Build the Right

Digital Marketing Roadmap

Today’s marketer is faced with an overwhelming number of choices and must

bring together numerous disciplines to best serve the customer and realize

meaningful business impact. This workshop will walk participants through the

various maturity stages in each of these areas and provide a framework for

assessing their organizations. The resulting maturity model will be applied to

identifying areas for investment that offer the greatest return and to developing

a comprehensive enterprise roadmap to guide future digital marketing

initiatives.

Seth Earley’s workshop Monday Nov 2


Case Study: Aligning MarTech with the Customer Journey (Ballroom)

Most marketers are familiar with the infographics that show hundreds or

thousands of technologies that can be considered part of the

ecommerce and digital experience ecosystem. These graphical

inventories of vendors and technologies primarily serve to scare and

intimidate business people and overwhelm the IT organization. Walk

through a case study of a manufacturer of motorsports vehicles facing

a technology revamp that impacted every aspect of marketing and

sales.

Seth Earley’s session Wednesday Nov 4th


Digital Transformation is About Customer Focus

The realignment of, or new

investment in, technology

and business models to more

effectively engage digital

customers at every

touchpoint in the customer

experience lifecycle.

Altimeter Group

The State of Digital

Transformation



PUTTING IT ALL TOGETHER


• Defining your digital vision and strategy

• Building an information architecture foundation

• Integrating data silos and information systems

• Managing change and organizational alignment

• Realizing “quick wins” that show business impact

Key Issues and Considerations


POLL

How would you describe your organization’s digital

transformation activities?


Panelist Points of View


Seth Earley - Biography

Seth EarleyCEO and FounderEarley Information Science

• Over 20 years experience in data science and technology, content and knowledge

management systems, background in sciences (chemistry)

• Current work in cognitive computing, knowledge and data management systems, taxonomy,

ontology and metadata governance strategies

• Co-author of Practical Knowledge Management from IBM Press

• Editor of Data Analytics Department IEEE IT Professional Magazine

• Member of Editorial Board Journal of Applied Marketing Analytics

• Former Co-Chair, Academy of Motion Picture Arts and Sciences, Science and Technology

Council Metadata Project Committee

• Founder of the Boston Knowledge Management Forum

• Former adjunct professor at Northeastern University

• Guest speaker for US Strategic Command briefing on knowledge networks

• AIIM Master Trainer – Information Organization and Access

• Course Developer & Master Instructor for Enterprise IA and Semantic Search

• Long history of industry education and research in emerging fields


• Why Digital Transformation is an Imperative

• Getting Ahead of the Foundational Issues

• Understanding Your Digital Maturity

Seth Earley - Point of View


Key Industry Trends

E-business Transformation

• Late 90’s to early 10’s

• Removal of paper from processes

• Web functionality and front ends

• Emergence of web services

• Flattening of organizations

• Emerging communities and collaboration

• Siloes of functionality

• Purpose built tools

Digital Transformation

• Late 00’s to current

• Shifting of control to customer

• Social media growth and specialization

• Cross functional, enterprise view

• Omnichannel, personalized, contextualized experience

• Emergence of cognitive applications

• Value chain disruption through distributed, connected intelligent devices (Internet of things)


• Increasing complexity of digital

engagement ecosystem

• Marketing driving customer

experience

• Faster clock speeds/agile

approaches incurring

significant technological debt

• Lack of funding/organizational

attention to enterprise

architecture, governance and

data quality

Key Industry Trends


Digital Transformation Fragmentation

Customer ExperienceDigital CommerceDigital Marketing

Customer SupportMobile Engagement

BI/Analytics


Unified Digital Transformation

Customer Experience

Digital CommerceDigital Marketing Customer Support Mobile Engagement Logistics/ Distribution

Unified Enterprise Digital Strategy, Architecture and Framework


• Multiple, sometimes misaligned efforts

• Imperatives driven by fear of missing out rather than identified

business need

• Many parts of the organization are implementing technologies

with a narrow scope of application and process architectures

• Out of control cloud based tools leading to data fragmentation

• Lack of clear metrics to monitor ROI and long term progress

Digital Fragmentation


Measuring here

(macro level -

outcomes)

Measuring here

(micro level - effects)

Data Sources

Working here

(product data,

taxonomy, search,

on-boarding

workflow, etc.)

Enterprise Strategy

Business Unit Objectives

Market Share

Time to market Wallet Share

Business ProcessesAttrition programs Customer Satisfaction

CRM Data Hygiene

Attribute Fill Rates

Processes enable

objectives

L I N K

A G

E

New accounts

Revenue Growth

Data supports (and

measures) processes

Objectives align with

strategy

Tracking DT Progress through Multiple Tiers of Metrics

CEO: “Show me how web content will increase revenue.”

Conversions

Data Scorecards

Process Scorecards

Business Outcome Scorecards

Reference DataConsistency


• Organizational habits,

processes, governance,

architecture change slowly

• Immature supporting

processes cannot keep pace

with tool capabilities

• Large scale technology

programs without executive

understanding of downstream

costs and impact

Currency of Technology vs

Ability to Absorb Change

Need to align roadmap with stages of organizational maturity


• Clear understanding of digital and

process maturity

• Realistic budgeting of resources for

less visible programs (governance,

training, change management)

• Multiple metrics around progress (from

data to supporting processes to

business outcomes)

• Enterprise view of foundational

architecture

• Quick wins along the way to deal with

EADD (executive attention deficit

disorder)

Improving Chances of Success


POLL

What group is driving digital transformation at your

organization?


Paul Wlodarczyk - Biography

• VP, Client Services & Industrial Practice Lead

• Joined Earley in 2008, with 30 years’ experience in unstructured content lifecycle and

related technologies (search, content management, classification, taxonomy, localization)

• Currently working with enterprises leading digital transformation projects

• Deep product lifecycle experience for high-tech discrete products, software, and batch

process manufacturing, and industry experience in consumer products, life sciences,

energy & water infrastructure, finance, insurance, and aerospace.

• Former CEO of Jorsek Software, makers of the easyDITA XML Content Suite

• Established ECM practices at Xerox Global Services, Blast Radius, and JustSystems

• Sought-after speaker and writer for such industry organizations as AIIM, B2B On-line,

CIDM, ebiz, Intelligent Content, Gartner, Gilbane, KM World, LavaCon, Linked Data,

LISA, MESA, STC, and TechLearn

• MBA, William E. Simon School of Business; BA, University of Rochester (Psychology)

Paul WlodarczykVP, Client Services Earley Information Science


Aligning Transformation, Vision & Strategy

Digital success requires

alignment with competitive

strategy.

Value Discipline

• The primary dimension in

which a company competesfrom The Discipline of Market Leaders – Treacy & Wiersma (1997)

Customer Intimacy

Product Leadership

Value Discipline

Operational Excellence


Example: Nordstrom & Customer Intimacy

Nordstrom’s competitive dimension is Customer Intimacy. Nordstrom’s digital capabilities are tightly integrated with all parts of the business that serve the customer.

This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes. Most retailers will struggle to do this because they haven’t architected their product or customer data for easy access by the new digital capabilities. Without those core capabilities, integration with and among new digital

capabilities is virtually impossible.

Jeanne W. Ross , director of the Center for Information Systems Research (CISR) at MIT Sloan School of Management.

Appeared in Harvard Business Review, “Why Nordstrom’s Digital Strategy Works (and Yours Probably Doesn’t),” January 14, 2015

“

”


Strategies Support the Vision

Vision

Strategy Strategy Strategy Strategy

Guiding Principles


[DIGITAL VISION]

EngageDrive channel

shift by fully

engaging

customers in the

brand

OptimizeIncrease revenue

by offering the

right product, at

the right time, to

the right

customer

InnovateCreate new value

and experiences

which inspire &

solidify loyalty

OperateBuild and run an

efficient, scalable

platform and

supporting

business

processes

Core disciplines integrated through governance:

Drive sustainable digital growth

Example Vision & Strategy

Enterprise ArchitectureApply architecture principles and practices to guide the

organization through transformative change.

Customer ExperienceProactively manage and optimize the customer

experience to deliver on the brand promise.


Aligning Vision, Strategy & Programs

ResultsKPIs

Programs


Identifying a Digital Maturity Target

1. Define the Vision &

Strategy

2. Assess the Current

State capabilities

3. Define the Target

State capabilities

4. Chart the Roadmap

Digital Transformation Maturity Model


Key Take-Aways

• Digital Transformation ≠ User Experience ≠ Technology

– UX is just a piece of transformation. Core focus is on enabling

processes

• Platforms & Processes Purpose-built for Digital

– The first Digital Transformation just moved print-based communications

on-line, one silo at a time

– This transformation is about integrated business capabilities

• Think “Digital First”

– What does digital offer that is unique?

– New sources of revenue?

– New customers, markets, or segments? New relationships?


POLL

What is the biggest challenge to overcome?


Your Questions and Answers


• ALTIMETER: The State of Digital Transformation; The Digital Transformation Report

http://www.altimetergroup.com/2014/07/the-2014-state-of-digital-transformation/

http://altimetergroupdigitaltransformation.com/img/dt-report.pdf

• FORRESTER: CIO & CMO Blueprints for Strategy in the Age of the Customer

http://solutions.forrester.com/age-of-the-customer/cio-cmo-strategy-3115Q-3763IK.html

http://solutions.forrester.com/Global/FileLib/Reports/The_CIO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf

http://solutions.forrester.com/Global/FileLib/Reports/The_CMO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf

• GARTNER: 2015 CEO Survey – Committing to Digital; Powering Customer Experience with the Trusted 360° View

http://www.gartner.com/technology/reprints.do?id=1-

2H9G979&ct=150605&st=sg&mkt_tok=3RkMMJWWfF9wsRolva7Acu/hmjTEU5z17+0oUKKwhokz2EFye+LIHETpodcMSMtjM73YDB

ceEJhqyQJxPr3EJNkNwN1nRhbrDA==

• Michael Treacy & Fred Wiersema: The Discipline of Market Leaders; Customer Intimacy and Other Value Disciplines (HBR)

http://www.amazon.com/The-Discipline-Market-Leaders-Customers/dp/0201407191

https://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines

Suggested Resources

http://www.altimetergroup.com/2014/07/the-2014-state-of-digital-transformation/

http://altimetergroupdigitaltransformation.com/img/dt-report.pdf

http://solutions.forrester.com/age-of-the-customer/cio-cmo-strategy-3115Q-3763IK.html

http://solutions.forrester.com/Global/FileLib/Reports/The_CIO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf

http://solutions.forrester.com/Global/FileLib/Reports/The_CMO's_Blueprint_For_Strategy_In_The_Age_Of_The_Customer.pdf

http://www.gartner.com/technology/reprints.do?id=1-2H9G979&ct=150605&st=sg&mkt_tok=3RkMMJWWfF9wsRolva7Acu/hmjTEU5z17+0oUKKwhokz2EFye+LIHETpodcMSMtjM73YDBceEJhqyQJxPr3EJNkNwN1nRhbrDA

http://www.amazon.com/The-Discipline-Market-Leaders-Customers/dp/0201407191

https://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines

Don't miss CMSWire's DX Summit 2015 —

a new event for marketing and technology

leaders who are defining the next

generation of digital customer experiences.

Visit DXSummit.com for the agenda,

speaking opportunities and registration

information.


Earley Information Science helps

organizations establish a strong

information architecture and content

management foundation

Realize your digital transformation

vision with EIS.

Earley Information Science (EIS)

Information Architects for the Digital Age

Founded – 1994

Headquarters – Boston, MA

www.earley.com

For more info contact:

[email protected]

http://www.earley.com/