Management Consulting Toolkit with Great Powerpoint Presentations

Digital Transformation
Strategy
Digital
Transformation
Strategy
By Ex-Deloitte & McKinsey
Consultants

33
Aurelien Domont
Slidebooks Consulting
Managing Director
“ Show professionalism with well-designed
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Purpose of this document
“ Save weeks of work by re-using our editable
Powerpoint templates ”
“ Increase your knowledge and skills using our
Digital Transformation Strategy practical Training
created by ex-Deloitte & McKinsey Consultants ”

44
Digital Transformation Strategy
1. Key background knowledge
2. Key figures
3. Digital Transformation Strategy Framework
4. Example of a business case to justify a $100 million investment
5. Examples of a Digital Strategy on a page
6. Examples of Digital Roadmaps
7. Reusable Templates
8. Top 5 useful quotes for your presentations

55
2. Key figures

6
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77
How would you define “Digital Transformation”?

88
Source: I-Scoop
How would you define “Digital Transformation”?

99
Take 5 min to draw an ideal company digital ecosystem?

1010
Take 5 min to draw an ideal company digital ecosystem?
Your brand
needs to
ensure
optimum
customer &
partner
experience
Social
Media
Mass
Media
Physical
point of
sale
Big Data
Events
Email
and mail
Organic
& Paid
search
Website
Corporate
website
Ecom-
merce
website
Blog
Print RadioTV
Interactions
Transactions
Observa-
tions

1111
2. Key figures

12
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1313
What is today the percentage of the world connected to the internet?

1414
43%
What is today the percentage of the world connected to the internet?

1515
What is the number of connected devices worldwide in Billion?

1616
What is the number of connected devices worldwide in Billion?
2014 2017 2020
Source: Statista
14.4
28.4
50.1

1717
2. Key figures

1818
Digital Transformation Strategy Framework
Current
State
Strategy &
Business Case
Target
State
Roadmap
Implemen-
tation
Monitor
Change Management & Communication
Program & Project Management
Define your
digital vision
Define your
digital strategy
Create a
business case to
justify
investment
21 43 65
Design the
current
operating model
Assess the
company current
digital maturity
Assess the
competitors
current digital
maturity
Define the
desired target
operating model
Assess the
company target
digital maturity
Undertake a gap
analysis
Define key
programs to
reach target
operating model
Define key
projects within
each program
Define key
activities within
each project
Implement
business change
Implement
technology
change
Ensure cultural
and people
change
Monitor change
adoption
Monitor
performance
Ensure
continuous
improvement

19
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2020
2. Key figures

2121
Business Case
Digital Transformation
Strategy
Antoine Lamy
Author:
Date:
Mail:
Telephone:
Johndoe
26/08/2016
Johndoe@Bankcorp.com
06 64 11 44 34
Bank Corp

2222
“ The name and data
in the following
Business Case have
been changed for
confidentiality
reasons. ”

2323
The number of connected
devices worldwide will be 50+
Billion in 2020
The use of the online and
mobile channels are
becoming increasingly
important in the banking
industry
The digital maturity of Bank
Corp customer experience is
low
The digital maturity of Bank
Corp operations is low
Investing $100 Million in a
digital ecosystem model
would generate a circa 100%
return on investment
An increasingly “digitally
friendly world”
A low Digital Maturity within
Bank Corp
A great return on investment
We recommend to invest $100 million in a Digital Transformation Program in order to shift our business model
from a linear Value Chain model to a digital ecosystem model
Recommendation
Reason #1
Bank Corp’s shareholders expect an ambitious compound annual revenue growth rate of 15% over the next 5 years
The Banking industry is mature, with an expected compound annual revenue growth rate of only 3% over the next 5 years
A Business model shift is required in order to meet our shareholders expectations
Situation
A digital ecosystem model
would generate circa $150+
million of additional revenue
over the next 5 years
A digital ecosystem model
would generate circa $50+
million of cost savings over
the next 5 years
These additional revenue and
cost savings would be driven
by 5 key projects
A digital model would drive
profitable growth
Reason #2 Reason #3 Reason #4
Executive Summary

2424
Situation
Bank Corp’s shareholders expect an ambitious compound annual revenue growth rate of
15% over the next 5 years
1.00
1.15
1.32
1.52
1.75
2016 2017 2018 2019 2020
Bank Corp Expected Profit
(in Billion $)
Compound annual revenue growth rate: +15%

25
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2626
Situation
The Banking industry is mature, with an expected compound annual revenue growth rate of
only 3% over the next 5 years
50.00
51.00
52.00
54.00
56.00
2016 2017 2018 2019 2020
Banking Industry Revenue
(in Billion $)
Compound annual revenue growth rate: +3%
A Business model shift is required in order to meet our shareholders expectations

2727
Recommendation
We recommend to invest $100 million in a Digital Transformation Program in order to shift
our business model from a linear Value Chain model to a digital ecosystem model
10
20
30
20 20
2016 2017 2018 2019 2020
Investment Allocation over the next 5 years
(in Million $)

2828
Reason 1: An increasingly “digitally friendly” world
The number of connected devices worldwide will be 50+ Billion in 2020
2014 2017 2020
14.4
28.4
50.1
Number of connected devices
(in Billion)

2929
Reason 1: An increasingly “digitally friendly” world
The use of the online and mobile channels are becoming increasingly important in the
banking industry
ATM
Email
Branch
Call Center
Website
Mobile Application
Channels 1996 2006 2016
Key:
Low usage High usage
Channel usage evolution

3030
• Single channel (i.e. phone,
branch, email)
• Low knowledge of the customers
• No customer segmentation
• No integrated customer
engagement strategy
• Bills are sent by physical mail
• React to customer needs
• Multi channels but siloed
• Partial knowledge of the
customers
• Limited customer segmentation
allowing for slightly targeted
customer experience
• Beginning to define an integrated
customer engagement strategy
• Bills are sent by email
• Begin to define how to proactively
answer customer needs
• Omni-channel model where all
the channels are integrated
• 360o view of the customers
• Detailed segmentation allowing
for targeted customer experience
• Holistic integrated customer
engagement strategy
• Bills are sent by email and can be
customized via the company’s
website or phone application
• Proactively answer customer
needs, and influence buying
decisions
Reason 2: A low Digital Maturity within Bank Corp
The digital maturity of Bank Corp customer experience is low
1. Low maturity
Customer experience digital maturity assessment
2. Medium maturity 3. High maturity
Bank Corp maturity level Bank Industry average maturity level
0
1.9
3
0.4

31
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