This document discusses considerations for transforming a communications business into a digital organization. It covers rethinking the business model, accelerating transformation by looking at trends and disruption, the four pillars of digital transformation being data, insight, ideas, and expression. It also discusses business model canvassing, goals and challenges of the transformation, possible new business lines, organizational structure, and ensuring audience connection during the change process.

1. C R E AT I N G
A D I G I TA L
O R G A N I S AT I O N
C R I T I C A L C O N S I D E R AT I O N S
F O R A C O M M U N I C AT I O N S
B U S I N E S S
Bolaji Okusaga

2. RETHINKING OUR BUSINESS
• A new perspective
• A new business model
• A new approach
• A new path to market
How Do
We Go?

3. ACCELERATING TRANSFORMATION – KEY
CONSIDERATIONS
Looking Beyond
Current Business
Model
• Production
• Distribution
• Delivery
Getting New Insights
• The sustainability
Question – For
How Long Can We
Continue to Do
This?
Trend Spotting and
Disruption
• TRENDS - How do
customers prefer
to be served?
• DISTRUPTION -
Do Customers
know what they
want until they see
it?

4. THE FOUR PILLARS OF DIGITAL TRANSFORMATION
Data
Being able to mine
data is critical to
driving Digital
Transformation.
Insight
To be able to draw
insight from Data
derived, we must
clean it.
Idea
Given observable
patterns of
behaviour derived
from clean and
analysed data,
intervention ideas
begin to emerge.
Expression
Intervention
strategies are
expressed and
market connections
are made

5. BUSINESS MODEL CONSIDERATION -WHAT DO WE
WANT?
A Tech Centred Organisation
• Business Model is built around
Digital
A Tech Enabled Organisation
• Business Model is Enabled by
Digital
A Tech Integrated
Organisation
• Digital is Integrated into Business
Model

6. BUSINESS MODEL CANVASS
KEY
PARTNERS
Do you still need
your current Affiliate
Partners?
What kind of Eco-
system do we need to
create?
Can we acquire
Platform Partners or
Buy into a small start-
up?
KEY ACTIVITIES
Do we want to just do
Advertising or do we want
to do more than
Advertising?
What kind of value
enhancement can we bring
on board for current
Clients?
VALUE
PROPOSITIONS
How do we redefine
ourValue Proposition
to suit our new focus?
Can we borrow from
already great
companies or do we
bring on board
originality that suits
our environment?
CUSTOMER
RELATIONSHIPS
How do we manage
Customer Relationships
beyond Customer Calls,
Client Service and Contact
Reports?
CUSTOMER
SEGMENTS
How do we segment our
market?
KEY RESOURCES
What kind of Staff and HR
Policy will make this work?
What kind of other
resources are required.
How do we plan Resource
Cycle?
CHANNELS
Do we want to have Omni-
Channel Engagements or do
we have a preferred
Channel?
COST STRUCTURE
What is our cost structure going to look like?
REVENUE STREAMS
What are our revenue streams?
http://www.businessmodelgeneration.com

7. GOALS AND CHALLENGES
GOALS
Deliver a higher ROI
Improve the delivery
of Marketing outcome
for Clients
Improve efficiencies –
helping clients
minimize spend and
optimize outcomes
CHALLENGES
RISK MANAGEMENT:
How do I minimize the
disruption to the
business while making
changes?
PROJECT DELIVERY :
How can we improve
the reliability of our
delivery schedules?
COST REDUCTION
How can we identify
and capitalize on cost
saving opportunities?
RESOURCE
OPTIMISATION: How
do I make the best use
of my talent, budget
and technology?

8. HOW DO WE DELIVER
DIFFERENTIATED POSSIBILITIES?
Some Possibilities
Aggregation
Platform(s)
Proprietary
Solution
The Use of
Artificial
Intelligence to
Drive Branding
and Marketing?
Creation of Ad
Creatives and
Copy Platform
for Small and
Medium
Businesses
Creation of a
Digital and
Creative Hub
for Businesses

9. WHAT KIND OF NEW BUSINESS LINES ARE YOU
LOOKING AT?
Mobile
Specialisation?
Shopper
Marketing?
Marketing Software
Development?
Aggregation or
Syndication
Platforms for
Businesses?

10. THE MOTIVATION
Take advantage
of resources
that are
available
CC Hub Idea Hub
TheYaba
Technology and
Digital Eco-system
Look for
Partners
Think through
solutions with
Geeks and Digital
Natives
Bring onboard a
Developer as
either a part
owner or a hire
Shop for scalable
applications and
acquire licence
Think of
Project Finance
New Investment
Venture Capital

11. SYSTEM CONSIDERATION
Organisational Vision and Mission
Brand and Business Realities
Digital Culture,Attitude and Norms
PEOPLE
• Digital Capabilities
• Technology Orientation
• Allied Competences
• Digital Leadership
SYSTEM
• Technology Platforms
• Tools and Application
• Data Acquisition and
Management
• Ownership of patents
and proprietary
platforms
PROCESSES
• FlexibleWork Culture
• Culture of consistent
Innovation
• Creation of Ecosystems
• Delivery of Data aligned
insights and solutions
Collaborations and Partnerships

12. STRUCTURE CONSIDERATION
Directors
Managing Director
Customer Experience
Project Implementation
and Reporting
Planning and Buying
Chief Creative Officer
Creatives – Ad
Direction and Copy
Content
ChiefTechnology Officer
Platform Management
Community
Management
The Board
Management
Key Departments

13. HOW DO WE CHANGE MINDS?
Who do we want
to be?
(vision/mission)
What’s going on in
our market?
Who are we
talking to?
(personas)
What are our
goals? (business
objectives)
How will we
reach them?
(strategy)
What do we need
to do to make it
happen? (tactics)
How will we
know it worked?
(metrics)
When will we do
it? (calendar)
How much
investment is
required? (budget)

14. CHANGING PERCEPTION AND EXPANDING
INFLUENCE
EventsBlogsCampaignsPresentationsSell sheets

15. WHO ARE WE GOING TO BE TALKING TO?
Background
• CEO, CMO, CCO,
SVP,VP or director
responsible for
Marketing /
Commercial/ Sales
• Part of Marketing
organization in
growing number of
companies or
procurement
• Most often part of a
centralized function
but sometimes
decentralized with
alignment to
particular business
unit
Demographics
• Male / Female
• Mid 30’s - 40s+
• College degree, may
have graduate
degree
Identifiers
• APCON or Institute
of Marketing
member
• Industry participant
who is present
and/or participates
at industry
conferences

16. ENSURING AUDIENCE CONNECTION
Common
Objections
How do you prove ROI?
Introducing a new
management approach for our
Marketing will be too time
consuming and require too
much investment in resources
Communicating
NewValue
Proposition
We will give you the
benchmarking data and
market-tested models needed
to drive the performance of
your Marketing
We have Proprietary solutions
underscored by audience
aligned creative process
Pitch
Benchmark your performance
against your industry peers
Identify and prioritize a
portfolio of projects

17. THANK YOU