“The use of technology to radically enhance customer centricity, operational efficiencies and business model modernisation.” With the demand from customers, suppliers and employees to become positively digital there is a pressure to as the great Steven Jobs once put it, 'Think different." Up until this time, I.T has remained moderately stationary in contributing to back office functionality. With the recent commoditization of technology, business leaders are quite well aware of the advantages such can bring to an organisation. At present, most adoption programs promote tactical thinking and execution. Of those that are using a wider strategic view, it is too conventional in approach, leading to very disappointing returns, little business visibility, and no differentiation or innovation. How and where to start? http://oxygn.co

1. WE
ARE OXYGN
Enterprise Digital Transformation
DIGITAL STRATEGY AND
TRANSFORMATION
“the use of technology to radically
improve customer centricity,
operational efficiencies and business
model moderisation’

2. WE
ARE OXYGN
Enterprise Digital Transformation
DIGITAL TRENDS

3. WE
ARE OXYGN
Enterprise Digital Transformation
DIGITAL TRANSFORMATION:
THE BLENDED USE OF TECHNOLOGY
TO RADICALLY IMPROVE
PERFORMANCE OR REACH OF THE
ENTERPRISE
A HOT SUBJECT ACROSSS THE GLOBE
WITH ADVANCES IN
Cloud Computing
Social Collaboration
Mobility
Advanced Analytics
Grid/ Big Data
Internet Of Everything
(CONNECTED DEVICES)

4. WE
ARE OXYGN
Enterprise Digital Transformation
WHILE MANY COMPANIES AND
INDUSTRY ’EXPERTS’ PROPOSE
ENTERPRISES GET STARTED ON
THEIR DIGITAL TRANFORMATION,
FEW ACTUALLY KNOW HOW TO OR
WHERE TO EVENT BEGIN!
Common Pressures From
CUSTOMERS, COMPETETORS, CLIENTS,
SUPPLIERS
Transforming The Enterprise
RE-ENVISIONING CUSTOMER EXPERIENCE,
OPERATIONAL PROCESS AND BUSINESS MODELS
Maximise Return On Investment
GAIN SO MUCH MORE FROM INVESTMENTS THEY
HAVE ALREADY MADE
Focus On ‘How’ Not ‘What’
SUCCESSFUL TRANSFORMATIONS COME FROM
‘HOW’ TO DRIVE CHANGE THAN THE DETAILED
CONTENT OF CHANGE
Reshaping The Enterprise
NOT CREATING A NEW ORGANISATION
Top Down Transformation
SUCCESSFUL TRANSFORMATION IS DRIVEN
FROM THE TOP
RE-
ENVISIONING
DRIVING
CHANGE
PEOPLE
PROCCSS
TECHNOLOGY

5. WE
ARE OXYGN
Enterprise Digital Transformation
DIGITAL IMPLICATIONS –
EG. NEW ENTRANTS

6. WE
ARE OXYGN
Enterprise Digital Transformation
A PREDICTABLE PATTERN ACROSS
ALL INDUSTRIES IN WHICH NEW
START-UPS USE NEW TECHNOLOGY
TO OFFER CHEAPER AND INFERIOR
ALTERNATIVES.
1
* INCUMBENTS TREAT INNOVATION AS A
SERIES OF INCREMENTAL CHANGES.
FOCUSING ON IMPROVING THE QUALITY OF
THEIR PREMIUM PRODUCTS AND
SERVICES TO SUSTAIN CURRENT BUSINESS
MODELS.
QUALITY
TIME
MINIMUM CUSTOMER NEED
2
3
WHAT IS DIGITAL ENTRANT
DISRUPTION?

7. WE
ARE OXYGN
Enterprise Digital Transformation
1
* DISRUPTORS INTRODUCE NEW
PRODUCTS AND SERVICES , THAT AT FIRST,
DO NOT SEEM A THREATQUALITY
TIME
MINIMUM CUSTOMER NEED
2
3
A PREDICTABLE PATTERN ACROSS
ALL INDUSTRIES IN WHICH NEW
START-UPS USE NEW TECHNOLOGY
TO OFFER CHEAPER AND INFERIOR
ALTERNATIVES.
WHAT IS DIGITAL ENTRANT
DISRUPTION?

8. WE
ARE OXYGN
Enterprise Digital Transformation
1
* OVER TIME, DISRUPTORS IMPROVE THEIR
PRODUCTS AND SERVICES, USUALLY BY
ADAPTING NEW TECHNOLOGY.
THE ‘FLASH’ POINT’ COMES WHEN THEIR
PRODUCT AND SERVICE BECOMES ‘GOOD
ENOUGH’.
QUALITY
TIME
MINIMUM CUSTOMER NEED
2
3
A PREDICTABLE PATTERN ACROSS
ALL INDUSTRIES IN WHICH NEW
START-UPS USE NEW TECHNOLOGY
TO OFFER CHEAPER AND INFERIOR
ALTERNATIVES.
WHAT IS DIGITAL ENTRANT
DISRUPTION?

9. WE
ARE OXYGN
Enterprise Digital Transformation
DIGITAL IMPLICATIONS –
EG. MAXIMISE ROI

10. WE
ARE OXYGN
Enterprise Digital Transformation
ROI
TIME
Top down (Strategic)
Bottom up (Tactical)

11. WE
ARE OXYGN
Enterprise Digital Transformation
CHALLENGES TO BECOMING
DIGITAL
INITIATION > EXECUTION > GEVERNANCE

12. WE
ARE OXYGN
Enterprise Digital Transformation
The lack of momentum
• MANY EXECUTIVES ARE SCEPTICALOF
THE BENEFITS OF EMERGING
TECHNOLOGY
• LACK OF AWARENESS IN
OPPORTUNTIY. MANY ARE NOT
AWARE OF THE CHANGES IN
INDUSTRIES OUTSIDE OF THEIR OWN
Regulation and reputation
• SECURITY AND PRIVACY CONCERNS
Unclear business case
• MIXED JUSTIFICATION FOR
INVESTMENTS
• ECONOMIC
• ‘BET THE BUSINESS’
• STRATEGIC FOUNDATION
INVESTMENTS (USUALLY
WITHOUT A SOLID FINANCIAL
BUSINESS CASE)
• LOW-RISK ‘BELOW THE RADAR’
INITIATION > EXECUTION > GOVERNANCE

13. WE
ARE OXYGN
Enterprise Digital Transformation UNCLEAR BUSINESS CASE
The real value of digital transformation
comes not from the initial investment,
but from continuously re-envisioning
how capabilities can be extended with
digital technology to increase revenue,
cut costs or gain other benefits.
Initial investments, made with or
without a financial business case,
become foundational capabilities on
which additional investments can be
made.
INITIATION > EXECUTION > GOVERNANCE

14. WE
ARE OXYGN
Enterprise Digital Transformation
INITIATION > EXECUTION > GOVERNANCE
Skills
• SCARCE INTERNAL ‘TECHNICAL’
SKILLS IN AREAS SUCH AS
• CLOUD COMPUTING
• SOCIAL
• MOBILITY
• OPERATIONAL
• SCARCE INTERNAL ‘ANALYTICAL’
SKILLS
• BUSINESS/ TECHNICAL ANALYSITS
Culture
• CHANGE IN JOB ROLES
• CHANGE IN BUSINESS AND
OPERATING MODELS
I.T Challenges
• INFRASTRUCTURE LACKING
• DATA ISSUES
• RELATIONSHIPS

15. WE
ARE OXYGN
Enterprise Digital Transformation
INITIATION > EXECUTION > GOVERNANCE
Incremental vision
• LARGEST BENEFITS COME FROM
TRULY TRANSFORMATIONAL
ACTIVITITES
• MORE RADICAL VISION
• OFFERS NEW WAYS OFWORKING,
NOT JUST FASTER AND MORE
EFFICIENT
• CURRENT VISIONS DO NOT GO FAR
ENOUGH.
Coordination issues
• DIFFICULTIES IN CROSS BUSINESS
PROCESS AND PROCESS MODELS
• PROGRESS MADE IN SILO
• LACK OF A OVERARCHING VISION

16. WE
ARE OXYGN
Enterprise Digital Transformation
POSSIBILITIES

17. WE
ARE OXYGN
Enterprise Digital Transformation
THE BUILDING BLOCKS OF DIGITAL
TRANSFORMATION
Customer Experience Operational Process Business Model
Customer
Understanding
ANALYTICS BASED
SEGMENTATION.
SOCIALLY INFORMED
KNOWLEDGE.
Top Line Growth
DIGITALLY ENHANCED
SELLING.
PREDICTIVE MARKETING.
STREAMLINED CUSTOMER
PROCESS.
Customer Touch
Points
CUSTOMER SERVICE.
CROSS CHANNEL.
COHERENCE.
SELF SERVICE.
Process Digitization
PERFORMANCE
IMPROVEMENTS.
NEW FEATURES
Worker
Enablement
ANYWHERE, ANYTIME
BROARDER AND FASTER
COMMUNICATION.
COMMUNITY KNOWLEDGE
SHARING
Performance
Management
OPERATIONAL
TRANSPARENCY
DATA-DRIVEN DECISION
MAKING.
Digitally Modified
Business
PRODUCT/ SERVICE
AUGMENTATION
TRANSITION PHYSICAL TO
DIGITAL.
DIGITAL WRAPPERS
New Digital
Business
DIGITAL PRODUCTS
RESHAPING
ORGINISATIONAL
BOUNDARIES
Digital
Globalisation
ENTERPRISE INTEGRATION
SHARED DIGITAL SERVICES
REDISTRIBUTED DECISION
AUTHORITY
Digital Capabilities
UNIFIED DATA AND PROCESS
ANALYTIC CAPABILTIES BUSINESS AND IT INTEGRATION
SOLUTION DELIVERY

18. WE
ARE OXYGN
Enterprise Digital Transformation
Sales Teams
POS & Channels
Product &
content
Product
innovation
Partnership
network
Brand
Customer
Knowledge
Culture
Customer
Experience
Operational
Experience
Business Model
Customer
Understanding
Top line growth
Touch points
Process digitaisation
Worker enablement
Performance
management
Digitally modified
business
New digital business
Digital globalisation
Skills Initiatives
DigitalGovernance
Investments
Building blocks
Assets
Transformative
Digital Vision
Iterative Transformational Strategy
‘HOW”
‘WHAT”
DigitalGovernance

19. WE
ARE OXYGN
Enterprise Digital Transformation
SOLUTION

20. WE
ARE OXYGN
Enterprise Digital Transformation
DMMI Profiling
Digital Strategy
• Define
• The current business
microclimate
• In-depth view of potential
industry and company
changes
• The competitive
landscape
• Value chain analysis
• Value system analysis
• Core competencies
• Diversification
• Internationalization
• The culture of Innovation
• Define and set objectives
Digital
Transformation
• Planning and preparing
for Digital Transformation
• Implementing Digital
• Embedding Digital
• Aligning project
management with change
management
30 Month

21. WE
ARE OXYGN
Enterprise Digital Transformation
A range of systematic profiling and various client appointments over one to
three-month term, presenting insight into your current DMMI rank vs. current
and expected course of the industry and six, twelve and eighteen-month
strategy and transformation program roadmap.
• Analyse against your current digital capabilities comparable to competitors, or relative to
increasing expectations of customers and employees
• Insight into how you mean to invest in new technologies such as cloud computing, mobile,
analytics, social media and connected devices.
• Anywhere technology-enabled business transformation is happening, assessing the strategy and
delivery structure, examples such as consumer location insight or analytics-informed supply
chain planning.
• IT abilities and the important relationship between IT together with business managers, providing
the bulk of digital change will involves this department.
• How and what is being articulated, to who and why.
• Established how you digital investments and governance is structured and operates
• How well is the organization willingness to change.
DMMI Profiling
Digital Maturity Measurement Indicator

22. WE
ARE OXYGN
Enterprise Digital Transformation
STRATEGY, CONSULTING,
RESEARCH, TRAINING
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t. oxygnco
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