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Digital Transformation
How Businesses Are Becoming Increasingly
Digital; Elite Companies Are Also Changing
How Business Is Done
Brian Solis, Principal Analyst
Jaimy Szymanski, Senior Researcher
April 29, 2014
#digitaltransformation
Welcome!
Brian Solis
brian@altimetergroup.com
briansolis.com
@briansolis
Altimeter Group provides research and advisory for companies challenged by business disruptions,
enabling them to pursue new opportunities and business models. For this report, we spoke with 20
prominent ecosystem contributors about their digital transformation journeys.
Jaimy Szymanski
jaimy@altimetergroup.com
jaimyszymanski.com
@jaimy_marie
Download the report at
altimetergroup.com/digitaltransformation/
In this report, we do not tackle enterprise-wide digital
transformation. Instead, we conducted our research
through the lens of customer experience to learn
how companies are adapting to new consumerism.
Altimeter Group defines digital transformation as:
 
The re-alignment of, or new
investment in, technology and
business models to more effectively
engage digital consumers at every
touchpoint in the customer
experience lifecycle.
Digital transformation isn’t
an end goal; it’s a
continuous journey. It’s the
result of learning more
about the relationship
between technology and
customer behavior to earn
relevance among them.
8
CATALYSTS
Digital Transformation
Catalysts are the sparks that light the fire
under companies, forcing them to recognize
that in order to remain competitive and
retain their digitally evolving customers, they
must undergo a significant transformation
from the inside out.!
Digital transformation is a result
of businesses seeking to adapt
to disruptive technologies and
how they affect customer and
employee behavior.
Organizations must
then update legacy
technology strategies
and supporting
methodologies to
better reflect how the
real world is evolving.
12
Social media’s progress is often hindered by the absence of a common vision
and enterprise-wide knowledge of its business impact. The difficulty of
connecting business priorities and objectives to social media initiatives often
leaves it under appreciated, with limited budget and resources.
Mobile and
real-time marketing join
social in disrupting
business models that
cannot keep up with
more connected, nimble,
and informed customers.
Customers don’t see departments; they see one brand. These
new “digital strategists” serve to optimize the entire customer
journey and aid in delivering real results against over-arching
business goals. That’s the essence of digital transformation.
Digital transformation
represents the quest
to understand how
disruptive technology
affects the digital
customer experience.
“For a long time, we’ve
been based in TV and
print, and digital
extension was just a
microcosm of the
traditional campaign.
Our CMO Jim Farley is
challenging teams now
to think digitally first.” "

– Scott Monty, Ford
The goal of digital transformation is to
make businesses relevant in a digital
era while growing opportunities and
profits, as well as scaling efficiently in
the process.
Digital first requires that strategists re-imagine the entire journey where
digital is not only first, it is fundamental. Efforts are most meaningful when
they consider the broader picture of customer behavior in an attempt to
answer the question, “What would my digital customer do?”
Customer journey
mapping yields a new
understanding that
consumer habits and
expectations are
outpacing current
organizational
infrastructures.
As consumption habits shift,
brands require media ubiquity
•  What uniquely defines the
persona of our customers?
•  What is different about their
customer journey?
•  What are the touchpoints they
frequent, how do they use
them, and with what devices?
•  What are their expectations,
what do they value, and how
do they define success?
•  How are they influenced, and
by whom? How and whom do
they in turn influence?
Digitally savvy executives recognize the
need for digital transformation.!
INHIBITORS
Digital Transformation
Digital transformation is rife with inhibitors.
Change takes collaboration, resources,
leadership, and an understanding of its
business value.
In organizing or reorganizing for digital
transformation, companies must approach
challenges head-on to create a seamless
digital experience that meets consumer
expectations at every touchpoint.!
Politics.
Egos.
Self-preservation.
Lack of understanding and expertise.
Not my job.
CX Strategies Operate in Silos, Introducing
Fission into the Customer Journey
·  Each department designs and manages their
respective touchpoints differently.
·  Digital transformation provokes a self-defense
mechanism against change.
·  The distribution of roles associated with customer
journey management causes challenges in
ownership, responsibilities, and proving ROI.
·  Mobile doesn’t always have a champion or a
dedicated team to define its role and lead strategy.
Budget and
resources are not
officially allocated
to digital
transformation,
requiring change
agents to make
the case for
support.
“Can you show me other companies that are doing this
and what ROI they are seeing?”
Empowering and educating
existing teams on the value of
digital transformation proves
difficult when everyone is not
on the same digital page.
Empowering and Educating Teams
·  A scattering of digital prowess exists throughout
the organization.
·  Education won’t work if people don’t believe there’s
anything new to learn or don’t see business value.
·  Education introduces opportunities for execs to see
where change can be best applied and prioritized.
·  Plain and simple, organizations need champions
who can think about the entire digital customer
journey and educate executives on what needs
to be done and why. !
Data is abundant, but no one owns the
relationship between customer behaviors.!
ELEMENTS FOR CHANGE
The Three Elements of Digital Transformation
After recognizing that customers are
changing through journey mapping
and CX initiatives, many senior
executives take top-down approaches
to assigning a leader or innovation
team to spearhead cross-functional
digital transformation efforts.
Starbucks first Chief Digital Officer,
Adam Brotman, was ordained by CEO
Howard Schultz to start building a
more digital business based on
current and future trends.
Element #1: Vision and Leadership
·  Digital transformation begins with a vision of
where business value and customer experience
convene to deliver mutual benefits.
·  The extent and ultimate impact of digital
transformation is completely dependent on the
level and breadth of executive support.
·  In most cases, digital transformation takes an
internal change agent to spark a sense of
urgency, gain support, and pave the way for a
more formal, collaborative approach to change.
Element #2: Digital Customer Experience
·  To improve the overall customer journey requires an
understanding of the digital customer journey and
the experience it delivers today.
·  In our research, we learned customer journey
mapping is referenced in two ways:
1.  Journey mapping is the act of outlining the customer
journey through physical and digital touchpoints. This
may or may not be informed by research.
2.  Journey mapping is the act of researching and charting
the customer journey based on digital customer behavior
and trends.
Element #2: Digital Customer Experience
·  Customer data + journey mapping can lead to
insights around product and service innovation.
·  To deliver a 360-degree customer experience,
businesses must integrate the data in marketing and
CRM systems to connect the dots.
·  Along the path of digital transformation, companies
discover areas for internal collaboration to optimize
the customer journey from the inside out.
·  “Digital first” or “born digital” are now the prevailing
mantras because they get stakeholders to think about
the digital customer journey from the get-go.
Element #3: Digital Transformation Team
·  Special workgroups are forming to explore and
expedite transformation.
·  Executive support brings people together from
different groups to collaborate on solutions.
·  IT is an ideal ally to change agents and DCX
teams in impacting the customer journey and
streamlining digital transformation.
An interviewee from a large
pharmaceutical company told
us, “Everything falls under
legal. But, digital, social, and
mobile change agents come
together, bringing to this
group all key initiatives and
customer perspective.
Deliverables from this team
are frameworks that the
company adopts globally
while minimizing risk and still
making use of these
technologies.”
“It’s important to make
everyone feel they have
‘skin in the game’ for
digital transformation to
work across
departments. We use
RASCI to organize roles
and define how we
share different assets in
disparate channels to
stay well integrated.”

- Perry Hewitt, CDO, Harvard
Marketing
 IT
Marketing
 IT
MIT
“These two functions have tremendous ability to
impact customer experience through change.
Marketing defines the vision of the company and
value proposition for our customers, while IT
touches and enables every part of our business and
is the ultimate orchestrator of change. Combining
these two functions allows us to more effectively
align our strategy and execution to become a more
customer solutions-driven business.”"


 
 
 - Grant Ferguson, Motorola Solutions
“Digital and IT have to
be in lock-step. What
goes out the window is
finger pointing, and
hand holding comes in.
IT participates in every
meeting to understand
goals and objectives
and to provide inventive
but realistic solutions,
timelines, and costs.”
- Bridget Dolan, Sephora
Summary Findings
·  Social, mobile, real-time, and other disruptive
technologies are aligning to necessitate bigger
changes than initially anticipated.
·  Digital transformation is quickly becoming a
priority for many leading organizations.
·  Mapping and understanding the customer
experience is becoming critical in guiding
transformation efforts.!
·  While gaining momentum, digital transformation
as a formal process is still in its infancy.
Summary Findings (continued)
·  Digital transformation is driven partly by technology
and also by the evolution of customer behavior.
·  Three key elements that form the compound upon
which digital transformation efforts are built:
·  It is most effective with pointed vision and supportive
leadership.
·  Optimizing the digital customer experience (DCX)
becomes the initial objective.
·  Change materializes through the formation of a digital
transformation team.
Thank You! Questions?
Brian Solis
brian@altimetergroup.com
briansolis.com
@briansolis
Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be
reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information.
The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for
interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not
constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for
advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice.
Altimeter Group provides research and advisory for companies
challenged by business disruptions, enabling them to pursue
new opportunities and business models.
Jaimy Szymanski
jaimy@altimetergroup.com
jaimyszymanski.com
@jaimy_marie

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[Slides] Digital Transformation, with Brian Solis

  • 1. Digital Transformation How Businesses Are Becoming Increasingly Digital; Elite Companies Are Also Changing How Business Is Done Brian Solis, Principal Analyst Jaimy Szymanski, Senior Researcher April 29, 2014 #digitaltransformation
  • 2. Welcome! Brian Solis brian@altimetergroup.com briansolis.com @briansolis Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models. For this report, we spoke with 20 prominent ecosystem contributors about their digital transformation journeys. Jaimy Szymanski jaimy@altimetergroup.com jaimyszymanski.com @jaimy_marie Download the report at altimetergroup.com/digitaltransformation/
  • 3.
  • 4.
  • 5. In this report, we do not tackle enterprise-wide digital transformation. Instead, we conducted our research through the lens of customer experience to learn how companies are adapting to new consumerism.
  • 6. Altimeter Group defines digital transformation as:   The re-alignment of, or new investment in, technology and business models to more effectively engage digital consumers at every touchpoint in the customer experience lifecycle.
  • 7. Digital transformation isn’t an end goal; it’s a continuous journey. It’s the result of learning more about the relationship between technology and customer behavior to earn relevance among them.
  • 9. Catalysts are the sparks that light the fire under companies, forcing them to recognize that in order to remain competitive and retain their digitally evolving customers, they must undergo a significant transformation from the inside out.!
  • 10.
  • 11. Digital transformation is a result of businesses seeking to adapt to disruptive technologies and how they affect customer and employee behavior. Organizations must then update legacy technology strategies and supporting methodologies to better reflect how the real world is evolving.
  • 12. 12
  • 13. Social media’s progress is often hindered by the absence of a common vision and enterprise-wide knowledge of its business impact. The difficulty of connecting business priorities and objectives to social media initiatives often leaves it under appreciated, with limited budget and resources.
  • 14. Mobile and real-time marketing join social in disrupting business models that cannot keep up with more connected, nimble, and informed customers.
  • 15.
  • 16. Customers don’t see departments; they see one brand. These new “digital strategists” serve to optimize the entire customer journey and aid in delivering real results against over-arching business goals. That’s the essence of digital transformation.
  • 17. Digital transformation represents the quest to understand how disruptive technology affects the digital customer experience.
  • 18. “For a long time, we’ve been based in TV and print, and digital extension was just a microcosm of the traditional campaign. Our CMO Jim Farley is challenging teams now to think digitally first.” " – Scott Monty, Ford
  • 19. The goal of digital transformation is to make businesses relevant in a digital era while growing opportunities and profits, as well as scaling efficiently in the process.
  • 20. Digital first requires that strategists re-imagine the entire journey where digital is not only first, it is fundamental. Efforts are most meaningful when they consider the broader picture of customer behavior in an attempt to answer the question, “What would my digital customer do?”
  • 21. Customer journey mapping yields a new understanding that consumer habits and expectations are outpacing current organizational infrastructures. As consumption habits shift, brands require media ubiquity •  What uniquely defines the persona of our customers? •  What is different about their customer journey? •  What are the touchpoints they frequent, how do they use them, and with what devices? •  What are their expectations, what do they value, and how do they define success? •  How are they influenced, and by whom? How and whom do they in turn influence?
  • 22. Digitally savvy executives recognize the need for digital transformation.!
  • 24. Digital transformation is rife with inhibitors. Change takes collaboration, resources, leadership, and an understanding of its business value. In organizing or reorganizing for digital transformation, companies must approach challenges head-on to create a seamless digital experience that meets consumer expectations at every touchpoint.!
  • 25.
  • 27. CX Strategies Operate in Silos, Introducing Fission into the Customer Journey ·  Each department designs and manages their respective touchpoints differently. ·  Digital transformation provokes a self-defense mechanism against change. ·  The distribution of roles associated with customer journey management causes challenges in ownership, responsibilities, and proving ROI. ·  Mobile doesn’t always have a champion or a dedicated team to define its role and lead strategy.
  • 28. Budget and resources are not officially allocated to digital transformation, requiring change agents to make the case for support.
  • 29. “Can you show me other companies that are doing this and what ROI they are seeing?”
  • 30. Empowering and educating existing teams on the value of digital transformation proves difficult when everyone is not on the same digital page.
  • 31. Empowering and Educating Teams ·  A scattering of digital prowess exists throughout the organization. ·  Education won’t work if people don’t believe there’s anything new to learn or don’t see business value. ·  Education introduces opportunities for execs to see where change can be best applied and prioritized. ·  Plain and simple, organizations need champions who can think about the entire digital customer journey and educate executives on what needs to be done and why. !
  • 32.
  • 33. Data is abundant, but no one owns the relationship between customer behaviors.!
  • 34. ELEMENTS FOR CHANGE The Three Elements of Digital Transformation
  • 35.
  • 36.
  • 37. After recognizing that customers are changing through journey mapping and CX initiatives, many senior executives take top-down approaches to assigning a leader or innovation team to spearhead cross-functional digital transformation efforts. Starbucks first Chief Digital Officer, Adam Brotman, was ordained by CEO Howard Schultz to start building a more digital business based on current and future trends.
  • 38.
  • 39.
  • 40. Element #1: Vision and Leadership ·  Digital transformation begins with a vision of where business value and customer experience convene to deliver mutual benefits. ·  The extent and ultimate impact of digital transformation is completely dependent on the level and breadth of executive support. ·  In most cases, digital transformation takes an internal change agent to spark a sense of urgency, gain support, and pave the way for a more formal, collaborative approach to change.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45. Element #2: Digital Customer Experience ·  To improve the overall customer journey requires an understanding of the digital customer journey and the experience it delivers today. ·  In our research, we learned customer journey mapping is referenced in two ways: 1.  Journey mapping is the act of outlining the customer journey through physical and digital touchpoints. This may or may not be informed by research. 2.  Journey mapping is the act of researching and charting the customer journey based on digital customer behavior and trends.
  • 46.
  • 47. Element #2: Digital Customer Experience ·  Customer data + journey mapping can lead to insights around product and service innovation. ·  To deliver a 360-degree customer experience, businesses must integrate the data in marketing and CRM systems to connect the dots. ·  Along the path of digital transformation, companies discover areas for internal collaboration to optimize the customer journey from the inside out. ·  “Digital first” or “born digital” are now the prevailing mantras because they get stakeholders to think about the digital customer journey from the get-go.
  • 48.
  • 49. Element #3: Digital Transformation Team ·  Special workgroups are forming to explore and expedite transformation. ·  Executive support brings people together from different groups to collaborate on solutions. ·  IT is an ideal ally to change agents and DCX teams in impacting the customer journey and streamlining digital transformation.
  • 50.
  • 51. An interviewee from a large pharmaceutical company told us, “Everything falls under legal. But, digital, social, and mobile change agents come together, bringing to this group all key initiatives and customer perspective. Deliverables from this team are frameworks that the company adopts globally while minimizing risk and still making use of these technologies.”
  • 52. “It’s important to make everyone feel they have ‘skin in the game’ for digital transformation to work across departments. We use RASCI to organize roles and define how we share different assets in disparate channels to stay well integrated.” - Perry Hewitt, CDO, Harvard
  • 55. “These two functions have tremendous ability to impact customer experience through change. Marketing defines the vision of the company and value proposition for our customers, while IT touches and enables every part of our business and is the ultimate orchestrator of change. Combining these two functions allows us to more effectively align our strategy and execution to become a more customer solutions-driven business.”" - Grant Ferguson, Motorola Solutions
  • 56. “Digital and IT have to be in lock-step. What goes out the window is finger pointing, and hand holding comes in. IT participates in every meeting to understand goals and objectives and to provide inventive but realistic solutions, timelines, and costs.” - Bridget Dolan, Sephora
  • 57.
  • 58.
  • 59.
  • 60. Summary Findings ·  Social, mobile, real-time, and other disruptive technologies are aligning to necessitate bigger changes than initially anticipated. ·  Digital transformation is quickly becoming a priority for many leading organizations. ·  Mapping and understanding the customer experience is becoming critical in guiding transformation efforts.! ·  While gaining momentum, digital transformation as a formal process is still in its infancy.
  • 61. Summary Findings (continued) ·  Digital transformation is driven partly by technology and also by the evolution of customer behavior. ·  Three key elements that form the compound upon which digital transformation efforts are built: ·  It is most effective with pointed vision and supportive leadership. ·  Optimizing the digital customer experience (DCX) becomes the initial objective. ·  Change materializes through the formation of a digital transformation team.
  • 62. Thank You! Questions? Brian Solis brian@altimetergroup.com briansolis.com @briansolis Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice. Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models. Jaimy Szymanski jaimy@altimetergroup.com jaimyszymanski.com @jaimy_marie