1.
Welcome to
Digital Transformation
2019
#dtscot

2.
Anneli Ritari-Stewart
iProspect
@iprospectEDIN
#dtscot

3.
S E A R C H I N G F O R T R U S T

4.
iProspect Future Focus 2019: Searching for Trust.
Future Focus takes insights built from 300+ global clients,
including FTSE 100 and Fortune 500 companies, and uses real-
time feedback to outline key priorities for businesses to thrive
in the digital economy.

5.
T h e R i s e o f t h e A t t e n t i o n
E c o n o m y
• iPhone users unlock their phone 80 times a day on average
• Time spent on social media exceeds 2 hours per day
• 57% of consumers believe the pace of technological change is too fast
• 59% of consumers say they feel overwhelmed by the many choices
• 44% of CMOs see information overload as a key barrier to building better
relationships with consumers over the next two to three years.
Dentsu Aegis Network, Digital Society Index, February 2018
Dentsu Aegis Network CMO Survey 2018

6.
In the digital economy,
trust is not an issue,
it is the issue.
According to the iProspect global
client survey1,
88% of marketers declare trust will
be a priority in 2019.
76%
Say trust is important to keep
consumers buying their brand
72%
Believe brands should be socially
active and vocal about their
actions
60%
Believe artificial intelligence in marketing will
create more consumer trust by creating more
relevant and personalised experiences
88%
Say trust is a priority in 2019
69%
Think the rise of digital assistants represents an
opportunity to become closer and develop stronger
relationships with consumers
83%
Don’t believe brands will dominate
over convenient experiences in
the future

7.
TRUST = CREDIBILITY + RELEVANCE + RELIABILITY
Credibility
In the Attention Economy, it is critical for brands to be clearly
identified as sources of truth.
Relevance
Consumers need solutions tailored to them, accessible when
and where they want them.
Reliability
Capacity to provide experience that consistently and
conveniently meets customer expectation.

8.
C R E D I B I L I T Y
I N T H E A G E O F
D D O U B T

9.
T H E C H A S E F O R P U R P O S E
• The Value of Communication
25% of a company’s market value is directly attributable to its
reputation*.
▪ Good for you, good for business
82% think their brand’s social commitment plays a role in their
business growth
▪ Rising expectations
64% of consumers will buy or boycott a brand because of its
position on a social or political issue
*World Economic Forum

10.
Consider how technology can support your
relationship with people
Think about Content, Search and Social as
catalysts for your credibility
Embed purpose in your organisation
1
2
3
Three Considerations
for Brands
C R E D I B I L I T Y

11.
R E L E V A N C E
I N T H E A G E O F
N O I S E

12.
D E L I V E R I N G I N D I V I D U A L I S E D
E X P E R I E N C E S W I T H P E O P L E -
B A S E D M A R K E T I N G
Using data to reach real people, is the biggest
strategic opportunity CMO’s foresee in the next two
to three years.
• Develop a genuine understanding of people
• Reach real people not proxies
• Develop individualised experiences, at scale
Dentsu Aegis Network CMO Survey 2018

13.
I N T E G R A T E D E X P E R I E N C E S
▪ Online and offline work better together
42% think that an inconsistent experience presents a challenge to long-
term trust
▪ Online-to-Offline (O2O) measurement
90% of campaigns synchronising TV commercials with paid search
campaigns saw higher engagement (CTR) and 72% lower CPA
▪ Location intelligence and offline media performance
Combined mobile, DOOH and digital press ads amplify campaign
perception and performance
Google & iProspect 2017 Synchronising TV & Search Study

14.
Be a part of the Assistance revolution
Look for opportunities to connect
your digital campaigns with your
offline activations
Leverage data to design more
individualised experiences
1
2
3
Three Considerations
for Brands
R E L E V A N C E

15.
R E L I A B I L I T Y I N
T H E A G E O F
C O N V E N I E N C E

16.
M A K I N G B R A N D S ’
D I G I T A L P R O P E R T I E S
M O R E C O N V E N I E N T
• 58% think building a highly convenient consumer experience is
the most powerful lever to generate business growth.
• 41% think growth is based on building a strong, recognizable
brand.
• only 17% believe that brands will dominate over convenience
• Maintaining convenience from first contact to conversion is
critical and requires multi-disciplinary effort.
• Deliver a consistent, convenient experience with data
incorporated into multiple marketing channels.

17.
O N L I N E M A R K E T P L A C E S
D E M A N D C O N V E N I E N C E
Marketplaces heavily influence people’s shopping behaviour
and brands need to optimise their beyond their owned
properties.
▪ 56% of shoppers use Amazon as a starting point for shopping
▪ 92% of customers that start their journey on Amazon complete
their purchase on Amazon
▪ Being available when it matters
▪ Emerging from the crowd

18.
Take advantage of e-commerce
platforms
Deliver a consistent experience
across channels
Review the true convenience of your
digital properties
1
2
3
Three Considerations
for Brands
R E L I A B I L I T Y

19.
M A S T E R I N G T H E
T R U S T E Q U A T I O N
Brands that are grounded in credibility, relevance and reliability
will see trust as the very foundation for their success in
the digital economy

20.
anneli.ritari-stewart@iprospect.com

21.
Inez Hogarth
Data Understood
#dtscot

22.
Making the Shift
to Data-Influenced
Decisions
Following the little algorithms that could….
Inez Hogarth
Managing Director
Data
Understood

23.
Data
Understood

24.
Data
Understood

25.
Data
Understood

26.
Data
Understood
Data
Understood

27.
Data
Understood

28.
Data
Understood

29.
Data
Understood

30.
Data
Understood

31.
Data
Understood
What value can I get out of
data?

32.
Data
Understood

33.
Data
Understood

34.
Data
Understood

35.
Data
Understood
How can I do this in my
organisation?

36.
Data
Understood

37.
Data
Understood
Resource Good Data
Tech Skills
Focus on
customer
needs
Be
curious
Support
learning
Relevant
Accurate
Timely
Engagement
Recipe for a healthy data culture

38.
Data
Understood

39.
Data
Understood

40.
Data
Understood
What can I do today?

41.
Data
Understood

42.
Data
Understood

43.
Data
Understood

44.
Data
Understood
Resource Good Data
Tech Skills
Focus on
customer
needs
Be
curious
Support
learning
Relevant
Accurate
Timely
Engagement
In Summary
Consider what will be
valuable to your
customers
Build the appropriate
infrastructure and
find the right people
See, understand and
act on your data

45.
Data
Understood

46.
Data
Understood
Thank you!
Get in touch:
ihogarth@dataunderstood.com

47.
Data
Understood
Data
Understood

48.
Stuart McMillan
Schuh
@mcmillanstu
#dtscot

49.
50 SHADES OF
BLACK OR WHITE

50.
This is the story all about how my
site got flipped, turned upside
down...

51.
Courtesy of mapswire.com
20% OF REVENUE ONLINE

52.
A long time ago in a galaxy far, far
away...

53.
TIMELINE

54.
September 2016
We need a new design!
Summer 2017?

55.
All of 2016
Replatform specification
September 2016
We need a new design!
Dec’ 2016 onwards
Replatform Build
May - October 2017
Replatform test &
deploy
November 2016
Setting Parameters
February 2018
Full site HTTPS

56.
November 2016
Setting Parameters
Spring 2017
Scope completed,
agency appointed
June 2017
Completed designs
July 2017
Re-evaluation
November 2017
Completed designs
November 2017
Plan A/B test
January 2018
Reporting KPIs

57.
January 2018
Build started, additional
user testing done
January 2018
Reporting KPIs
February 2018
Functional Testing
March 2018
A/B test 1 (validation), 1
week
A/B test 2, 1 week later?

58.
Test 1

59.
FEARS, UNCERTAINTIES AND
DOUBTS
“The results are mixed.
What do we do now?!”

60.
Test 1

61.
GRIP

62.
QUANT + QUAL = SUPERPOWER!
+
+

63.
·Search Bar
O Users thought we only stocked two items that were related to
the search (the two images shown)
O Users were clicking magnifying glass thinking it would return
results when in fact it closes the search bar
O Users identified that it was not an easy task to complete
· Next Day Delivery Timer
O The majority of users were not aware of the delivery timer on
product page
·Font size/messaging
O Users were not aware of 365 day returns policy/delivery
even though these are on product pages and in banners
O Users found text too small
CR of users clicking search:
Control: 5.35%
Variation: 4.20% *
CR of users seeing NDD:
Control: 3.41%
Variation: 3.32% *
*Statistically significant at 95% confidence interval

64.
Test 2

65.
● Don’t freak out! ✗
● Agree on KPI’s well up front ✓
● Fix timeline, limit scope ✗
● Stick to your guns ✗
● Don’t over share ✗
● Language & presentation matters
✗
● Fixed Horizon NHST ✗
● Don’t do redesigns!
BIG LESSONS

66.
DON’T DO THIS!
“There is no significant difference in
the conversion rate. Test statistics will
be provided on completion.”

67.
Where the magic happens

68.
Ten months later...

69.
The
design
hasn’t
stood
still.

70.
How have things been?
Aesthetic appeal
Navigation (Still needs work IMAO)
Add to bag
Checkout Success
Proceed to checkout
Site speed

71.
Thank You!

72.
Why digital transformations fail
(and how to stop them)
Esther Stringer
@estherBCM
#DTScot
B
C
U
X
*

73.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Where businesses are with their digital transformation
strategies
@EstherBCM
Digital, Ready?
Vodafone, November 2018

74.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Digital transformation – a priority? @EstherBCM
79% say Digital Transformation is a strategic priority
69% recognise that they will not survive if they fail
Digital, Ready?
Vodafone, November 2018

75.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
The cost of transformation @EstherBCM
£98.3 million
written off in
unusable tech
assets
£300 million
spent on change of
core infrastructure

76.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
The cost of transformation @EstherBCM
1928 - 2016 1909 - 2015 1985 - 2013 1971 - 2011
Rest in peace

77.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Too many assumptions
(Ass-u-me)
@EstherBCM

78.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
@EstherBCM
Too fast

79.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
@EstherBCM
Too slow

80.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
@EstherBCM
Too much

81.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Bias in decision making @EstherBCM

82.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
What is bias? @EstherBCM

83.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
3 types of cognitive bias affecting your decisions @EstherBCM
Confirmation bias Self-serving bias Status quo bias

84.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Only seeing what you want to see
Confirmation bias @EstherBCM

85.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
It’s all thanks to you, except when things go wrong.
Self-serving bias @EstherBCM

86.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
People prefer to do nothing
Status quo bias @EstherBCM

87.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
How to stop your bias @EstherBCM
Frame it
Challenge
it
Acknowledge it
“ I am biased.” “ What are my biases?”

88.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Clear goals
The three keys to success of digital transformation @EstherBCM
Critical thinking User centred culture

89.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Set and communicate clear goals @EstherBCM
Clear goals
1. Increasing operational
efficiency
2. Boosting customer
engagement through new,
unique experiences
3. Meeting regulation and
compliance.

90.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Utilise critical thinking @EstherBCM
Critical thinking
“Disciplined thinking that is clear,
rational, open-minded, and
informed by evidence"

91.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
Develop a User centred culture @EstherBCM
User centred culture
• Embrace diversity
• Empathy and understanding
• Harmonise stakeholder
objectives
• Co-create

92.
bordercrossingux.com | +44 (0) 131 467 9227 | @BC_UXTweets
If you remember one thing today…. @EstherBCM
Put people at the heart of
everything that you do

93.
Edinburgh London
+44 (0)131 467 9227
hello@bordercrossingmedia.com
Border Crossing
Suite 4 Waterside House
46 Shore
Edinburgh
EH6 6QU
+44 (0)203 097 1600
hello@bordercrossingmedia.com
Border Crossing
One Pancras Square
King’s Cross
London
N1C 4AG
Online
@BC_UXTweets
@bordercrossingux
@bordercrossingux
Thank you

94.
Natalya Ratner
Brand Scotland
@NatalyaRatner
#dtscot

95.
Bringing digital experience into
Nation branding
Natalya Ratner
Brand Scotland

96.
Alone we can do so little
Together we can do So much
- Helen Keller
“

97.
Establishing team Scotland
Step 1

98.
Change the narrative
Step 2

99.
Change the narrative
Step 2

100.
Brand Scotland
Why is Scotland now?
For centuries Scotland has been a country that’s
inspired and improved. Our greatest minds
combined with our enduring spirit has seen
countless inventions, breakthroughs, discoveries
and accomplishments achieved in the face of
adversity. For a small country, we’ve made a very
big impact.
And we continue to progress, to pioneer. With our
warmth and generosity renowned around the
world and our driving determination behind
everything we do, we are creating exciting new
opportunities and standards.
So, for us it was clear. Now is the time to shout
about these achievements. Now is the time to
share our successes. Whether in business,
education, tourism or migration...
Scotland Is Now

101.
SEE
Awareness & propensity
(brand)
DISCOVER
(Organic traffic)
THINK
(Reach & Engagement)
PLAN
(Conversion to referrals)
DO
(Engaged opt ins)
ADVOCATE
(Advocacy/
Sentiment)
NEI
Why?
Brand Scotland

102.
Campaign objectives & kpis
#ScotlandisNow

103.
A new master brand
Step 3

104.
Pillar Marques
Flexing the master to create

105.
Pillar Marques
Potential Use of

106.
New zealand
Unified branding

107.
digital landscape
Brand scotland
Scotland.org
Sdi.co.uk (Business)
VisitScotland.com
(Visit)
TalentScotland.com
(Work)
Studyinscotland.org
(Study)

108.
digital landscape
Reviewing the

109.
Tech Alignment
Programme of digital improvement
across the partners:
• Centralised systems
• Upskilling staff
• Drive efficiencies in spend and
productivity

110.
tools & Platforms
Brand Scotland

111.
governance model
Shared
Strategy –
Digital &
Marketing
Architecture
& Design
Portfolio
Management
Technology
Change
Management
Business
Change
Management
Service
Design

112.
Delivery hub
Brand Scotland
Cat Leaver,
Director
Nat Ratner,
Digital
Experience
Rob
Catterson,
Brand
Strategy
Norry
Wilson,
Content
Sarah
Clarke,
Content
Emma
Donnelly,
PM
Seonaid
Heeps,
Social Lead
Laura
Brown,
Social &
Andy
Moore,
Content
Thorranze
Cheung -
Digital
Mike
Thorburn,
Lead Editor

113.
social strategy
Reactive & Proactive
The overall social media objective
is to drive advocacy by
stimulating social conversations,
sharing exciting and timely
content and engaging our
audience across platforms

114.
Scotland.org
Evolution of

115.
Scotland.org
Evolution of

116.
Study ‘pillar’
Evolution of Scotland.org

117.
Study ‘pillar’
Evolution of Scotland.org

118.
Where is Scotland?
Evolution of Scotland.org

119.
What’s in the pipeline?
• Upscale social analytics and
influencer outreach
• Marketing automation
platform roll out
• eCRM evolution and better
cross-partner user journeys
• Centralised SEO approach
• Ma

120.
Digital transformation
• Ma
Approach summary
Converge
governance
to align
digital and
marketing
strategy
Create a cross-
org marketing
team, converge
on common
tools for SEO,
social, content
planning
Align
technology
selection, adopt
common
platforms,
create simple
technical
integrations

121.
Any questions?
@Natalyaratner @Scotland

122.
Tony Christensen
RBS
@Kahuna1965
#dtscot

123.
1
Agilecultsandreligions
Don’tjoinone!

124.
Head of DevOps Development and
Implementation
Agile & DevOps Methods & Practices
CoE Lead Solution Strategy Lead
Technology
Technology
WoW
Programme
Introductions

125.
The Agile movement has lost itsway….
3

126.
In 1982 life wassimpler
4
19 year old me FacomMainframe

127.
In 1982 business wassimpler
5
Headof Finance Programmer
Daily conversations
Demonstrable
Software

128.
But then businesses becamecomplicated
6
Finance Programmer
Marketing
Security
OfficeServices
Mail Room
HumanResources
Programmer
Programmer
Programmer
Programmer
Programmer
Project Mgr
Business Analyst
Architect
Dr Winston Royce
https://pragtob.wordpress.com/2012/03/02/why-waterfall-was-a-big-
misunderstanding-from-the-beginning-reading-the-original-paper/
http://www-scf.usc.edu/~csci201/lectures/Lecture11/royce1970.pdf

129.
And Technology becamecomplicated
Finance
Marketing
Security
OfficeServices
Mail Room
HumanResources
Programmer
Programmer
Programmer
Programmer
Programmer
Programmer
BusinessAnalyst
Project Mgr
Architect

130.
History of ProjectManagement
https://www.projectmanager.com/blog/history-project-management

131.
Cant it besimpler?

132.
In 2001 these 17 people thought so
10
Kent Beck
Mike Beedle
Arie vanBennekum
Alistair Cockburn
WardCunningham
Martin Fowler
James Grenning
JimHighsmith
Andrew Hunt
RonJeffries
JonKern
Brian Marick
Robert C.Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
DaveThomas

133.
Martin Fowler was oneof these
11
“In February 2001 agroup of seventeen software
pundits got together in Snowbird UTto discussthe
growing field of what used tobe called lightweight
methods.
Wedecide to use the term agile todescribe this new
breed of agilemethods.
Wealso wrote the Manifesto for Agile Software
Development , setting out the values and principlesof
these agile processes.”
https://www.martinfowler.com/articles/agileStory.html
Martin Fowler

134.
Dave Thomas was one ofthese
12
“…yearsago, I was among seventeen middle-aged
white guys who gathered at Snowbird, Utah. Wewerethere
because we shared common beliefs about developing
software, and we wondered if there was away to describe
what we believed.
It took less than aday to come up with ashort list of values.
Wepublished those values, along with alist ofpractices,
asthe Manifesto for Agile SoftwareDevelopment…”
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
DaveThomas

135.
And sothe Manifesto was born…
13

136.
Some history and timelineevents
14
RAD– IncSpiral
(Martin & Boehm80’s)
eXtreme Programming (XP)
(Beck,Cunningham,
Jefferies 96)
DSDMAtern
(DSDMConsortium 94)
Crystal
(Cockburn 2004)
Disciplined Agile Delivery (DAD)
(Ambler 2006)
ScaledAgile Framework (SAFe)
(2011 Leffingwell et al)
RUP
(IBM96)
Nexus
(Schwaber 2015)
LeSS
(Vodde& Larman2014)
Adaptive Software
development
(Highsmith 99)
LeanSoftware Development
(Poppendieks’2002)
TestDriven Development (TDD)
(Rediscovered byBeck2002,
Originally datesfrom the 1950’s)
Agile Manifesto Signed
(2001)Feature Driven
Development (FDD)
(DeLuca97)
Scrum
(Schwaber &
Sutherland95)
Scrum(Initial Paper)
(Takeuchi&
Nonaka86)
Kanban
(Ohno53)
Lean
(Ohno48)
USAF& NASA
(X-15 HypersonicJet
50-60’s)

137.
The Agile has become codified in so many ways
15
Values & Principles guided by Mindsets & Behaviours Methods, Practices,Toolsand Frameworks
https://www.codeproject.com/Articles/1064114/Agile-Software-Development-Basics?msg=5193064#xx5193064xx

138.
The Agile landscape is evergrowing
16

139.
As is the toolslandscape
17

140.
But Agile is becoming fractured(sect-like)
18
“The boys from RUP (Rational Unified Process)
are back. Building on the profound failure of RUP,
they are now pushing the Scaled Agile Framework(e)
as a simple, one-size fits all approach to the agile
organization. They have made their approach even
more complicated by partnering with Rally, a tools
vendor. Consultants are available to customize it for
you, also just like RUP”
http://www.scrum-breakfast.com/2013/10/scaling-scrum-safe-dad-or-less.html
BasVodde and Craig Larman -LeSS
Dean Leffingwell - SAFe
KenSchwaber – co author
https://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed/

141.
“Agileis Dead (Long LiveAgility)”
19
https://www.youtube.com/watch?v=vqz8ND-N1hc
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
The word “agile” has been subverted to the point
where it is effectively meaningless, and what passes
for an agile community seems to be largely an
arena for consultants and vendors to hawk
services and products.
DaveThomas

142.
Agile andReligion
20

143.
Religious geography and warstimeline
21
How has the geography of religion evolved over the centuries, and where has it sparked wars?
Our map gives us a brief history of the world's most well-known religions: Christianity, Islam,
Hinduism, Buddhism, and Judaism. http://www.mapsofwar.com/ind/history-of-religion.html

144.
History of allreligions
22
Jesus Diaz – The history of all religions explained in one fascinating graphic
https://gizmodo.com/the-history-of-all-religions-explained-in-one-fascinati-1643222359

145.
Religion Values andPrinciples
23
“The world’s religions all seemto askthat their followers seekdifferent
paths to enlightenment. Yetbeneath the seeming differences lies a poolof
universal truth…
…thescriptures
of Christianity, Judaism,Islam, Hinduism, Bahá'í, Buddhism, andothers…
[have the same values & principles] …expressedalmost word for word in
every religion.”
- TheDalaiLama
http://www.onenessonline.com/

146.
Agile Cargo Cults – Which frameworks to choose
24http://cdn.oddx.com/wp-content/uploads/2014/02/cargo-cult-video.jpg?x63817
“The name derives from the belief which began among
Melanesians in the late 19th and early 20th century that
various ritualistic acts such asthe building of an airplane
runway will result in the appearance of material wealth,
particularly highly desirable Western goods(i.e., “cargo”), via
Westernairplanes.”
https://en.wikipedia.org/wiki/Cargo_cult

147.
Agile is not painting bynumbers
25https://www.agilesherpas.com/agile-broken-marketing/
“Sometimes they turn outnice,
but more often they’re
disastrous….
And even if you executethem
perfectly, you learn nothing”

148.
Which framework touse?
26

149.
27
Be Agile do not just Do Agile
https://www.daxx.com/article/what-does-agile-mean-software-development

150.
28
Being Agile not DoingAgile
https://www.adventureswithagile.com/2017/03/25/what-is-the-agile-mindset/ https://www.mindmeister.com/425542788/agile-world

151.
Treatthe Agile landscape as a toolshed
29

152.
Use what works for thesituation
30
Squad Squad Squad Squad
Chapter
Chapter
Tribe Lead
Agile
Coach
CL
CL

153.
Don’t join a Sect orReligion
31

154.
Shu Ha Ri – Heart of Agile
32
https://heartofagile.com/

155.
Apply to your owncontext
33

156.
….modified Manifesto and a 5thvalue
34
We are uncovering better ways of working
by doing it and helping others do it.
Individuals and interactions over processes andtools
Working solutions over comprehensive documentation
Customer collaboration over contractnegotiation
Responding to feedback over following a plan
Mindsets & behaviours guided by value & principles over Methods,
Practices, Tools and Frameworks
That is, while there is value in the items on
the right, we value the items on the left more

157.
35
Agilecultsandreligions
Don’tjoinone!

158.
Dwayne Pascal
Skyscanner
@DPPascal
#dtscot

159.
Scaling Autonomy and
Alignment
Digital Transformation Scotland
Dwayne Pascal, February 2019

160.
• 25 years in software development
• 15 years in technical leadership
• 10 years in agile development
Introduction
Agile Leadership
How do we, as technical leaders, create an environment which maximizes
the likelihood of achieving business success.

161.
LearningsfromtheArtofAction
Laz Allen
Charlie Pank
Jason Kottler

162.
Bungay’sCycle
Situation A
Situation B

163.
Outcomes
=
Situation B
Bungay’sCycle
PlansActions

164.
Outcomes
=
Situation B
Bungay’sCycle
PlansActions

165.
1.Theenvironment/system
ComplicatedSimple Complex

166.
2.Theunavoidableproblem

167.
WhatisFriction?
“Friction manifests itself when human beings with
independent wills try to achieve a collective
purpose in a fast-changing, complex environment
where the future is fundamentally unpredictable.”
- Stephen Bungay

168.
WhatisFriction?

169.
Thenaturalresponse
“Although it is not common to talk about these
three gaps, it is common enough to confront
them. It is also common enough to react in
ways that make intuitive sense.”
- Stephen Bungay

170.
Outcomes
=
Situation B
PlansActions
Effects Gap
More detailed controls
Thenaturalresponse
Knowledge Gap
More detailed
information
Alignment Gap
More detailed
instructions

171.
Whatshouldwedo?

172.
“The existence of friction is
why armies need officers
and businesses need
managers.
Anticipating and dealing
with it form the core of
managerial work.
Recognizing that is
liberating in itself.”
- Stephen Bungay

173.
Whatshouldwedo?
Directed Opportunism!

174.
Directed Opportunism: How?
• Focus on the intent – the outcome - not the plan.
• Let teams decide how to achieve the outcomes.
• Give teams the information they require to adapt and self-
correct.
Whatshouldwedo?

175.
Outcomes
=
Situation B
PlansActions
Effects Gap
Give individuals freedom
to adjust their action in-
line with the intent
Thebetterresponse
Alignment Gap
Allow each level to define
how they will achieve the
intent of the next level up,
and ‘backbrief’
Knowledge Gap
Limit knowledge to
defining and
communicating intent

176.
A
B C D
E F G
Intent Actions
Intent Actions
Intent Actions
“Back Brief”
(Information flow)
“Back Brief”
(Information flow)
Inpractice

177.
Example
Context
Intent
Actions
Level A
Levels B, C, D
Levels E, F, G
Context
Intent
Actions
Context
Intent
Actions

178.
Example
Intent
Actions
Level A
Levels B, C, D
Levels E, F, G
Context
Intent
Actions
Context
Intent
Actions
Customers have a problem
doing X

179.
Example
Develop Feature A
Actions
Level A
Levels B, C, D
Levels E, F, G
Context
Intent
Actions
Context
Intent
Actions
Customers have a problem
doing X

180.
Example
Actions
Level A
Levels B, C, D
Levels E, F, G
Context
Intent
Actions
Context
Intent
Actions
Customers have a problem
doing X
Help customers do X in our
product set

181.
Example
Level A
Levels B, C, D
Levels E, F, G
Context
Intent
Actions
Context
Intent
Actions
Customers have a problem
doing X
Help customers do X in our
product set
• Develop Feature A
• Develop Feature B
• Improve process C

182.
Example
Level A
Levels B, C, D
Levels E, F, G
Context
Intent
Actions
Help customers do X in our
product set
• Develop Feature A
• Develop Feature B
• Improve process C
Help customers do X in our
product set
Develop Feature A
• Modify account details
• Create a new UI
• Create new service to
produce data set Z
Customers have a problem
doing X

183.
Example
Help customers do X in our
product set
• Develop Feature A
• Develop Feature B
• Improve process C
Level A
Levels B, C, D
Levels E, F, GHelp customers do X in our
product set
Develop Feature A
• Modify account details
• Create a new UI
• Create new service to
produce data set Z
Help customers do X in our
product set using Feature A
Create a new UI
• Design UI experience
for web
• Design experience for
App
Customers have a problem
doing X

184.
DirectedOpportunism
• Takes friction into account, reducing the three gaps
• Deals with complex, competitive environments
• Unleashes the power of individuals
Which means it works with large organizations!

185.
Takeaway
“Rather than a plan, a strategy is a framework for
decision making. It is an original choice about direction,
which enables subsequent choices about action. It
prepares the organization to make those choices.”
- Stephen Bungay
Focus on the Strategy

186.
Thankyou.
@DPPascal

187.
ImageReferences:
• https://cdn-images-1.medium.com/max/2000/1*h-Vvoil9jSuOqui9sDI_aw.jpeg
• https://www.successconsciousness.com/images/surprise.jpg
• https://cdn.kastatic.org/ka-youtube-converted/v8ODIMqbQ44.mp4/v8ODIMqbQ44.png

188.
@AlzScotDigital
digital@alzscot.org

189.
T H E D E M E N T I A C I R C L E E C O S Y S T E M

190.
I N T E R N A T I O N A L N E T W O R K S
@AlzScotDigital
digital@alzscot.org

191.
Stephen Hampton
Chief Technology Officer
26th February 2019
Enabling Digital
Transformation

192.
Digital business transformation is
the process of exploiting digital
technologies and supporting
capabilities to create a robust new
business model.
What is Digital Transformation?
“
“

193.
Key Components of Digital Transformation
Empower Employees Optimise Operations Transform Product Engage Customers
The technology landscape in 2019 is dominated Digital Transformation.
SYSTEMS OF INTELLIGENCE

194.
Enabling Digital Transformation
Legacy
Systems
Integrating
3rd Platform
Technologies
Business
Case
Identification
Digital Skills
Gap
Organisation
Culture
Security
In a digitally transformed organisation, IT is no longer a cost centre but an enabler
and a revenue generator. 47% of CEO’s are under pressure to introduce a Digital
Transformation strategy because 56% of those who have are already seeing the
benefits.
“ “

195.
Software Defined Infrastructure
Controller Based
Architectures
• Network, Storage &
Compute
• Northbound API
• Southbound Element
API
Intent Based
• Business Logic
• Concrete Configuration
Intelligent
Infrastructure
• Analytics
• Infrastructure ML
• Data Plane Mapping
Table Stakes
• High Availability
• Security
• Performance
• Horizontal Scale

196.
Next Generation Security
Segmentation Zero Trust
Macro
Micro
Nano
Global Threat
Analysis
Analytics &
Machine
Learning
Automation
(Intent Based
on Business
Logic)
Permit Baseline
Block Deviation CVE
Day Zero

197.
Cloud Considerations
for Digital Transformation
Cloud Architecture
• Private
• Public
• Hybrid
Cloud Connectivity
• Local Internet
Breakout
• Cloud Transit
• VPN on Ramp
Security
• Workload
Protection
• Federated
Authentication
• Zero Trust Models
Analytics
• Application Flows
• Flow Volumes

198.
Digital Enablement Services
Global Services Systems Integration Managed Services Cloud Services
• Enterprise
Networking Practice
• Security Practice
• Cloud Practice
• Collaboration
• Global Network of
Expertise
• Global Resourcing
• Service Delivery
Management
• Project Engineering
• Remote Support
• NOC monitoring &
Alerting
• Incident and Problem
Management
• Change
Management
• Legacy Upgrades
• FBX (IaaS)
• FDR (Backup and
Disaster Recovery)
• FWS (UC)
• FCX (Cloud, Internet,
WAN and SIP
Transit)
• FSA (Analytics)

199.
Key Takeaways
Harmony SDI
Seamless
integration
between
technology within
your organisation.
Controller based,
with northbound
API and
business intent.
Security Cloud
Baselined, zero
trust without
impact on the
consumer.
Connectivity,
Security and
Analytics.
Digital Enablement:
Global Deployment,
Systems
Integration,
Managed Services
& Cloud.
HN

200.
@sphampton hutchinsonnetworks.com

201.
Protect | Transform | Innovate

202.
Discussion agenda
• The impact of Digital Transformation on traditional DR and Backup
• Evaluate where you are on the resiliency journey
• Discuss why traditional Backup is failing
• Share some customer examples

203.
Digital Transformation impacts all industries
Evolution of People,
Process & Technology
New Customer
Expectations
New Markets,
New Competitors,
New Business Models

204.
Digital strategy includes IT Transformation
Speed
Simplified and
Modernized IT
Agility
Scale with Multi-Cloud
and Hybrid Cloud
Resilience
No Downtime,
No Data loss

205.
RISK
& AVAILABILITY
Customers
Employees
Partners
Systems & DataOn-premises
Cloud
AppsIoT
Mobile Apps
Cloud/SaaS Apps
IT Transformation Challenges

206.
Transform through IT Resilience
The ability to accelerate transformation by
adapting to change without disrupting the business

207.
The Journey to IT Resilience
Continuous
IT
Remove Systemic Risk
Converge and Automate DR and Backup
Accelerate Cloud
Hybrid/Public/Private Cloud
Increase Agility
Intelligent Workload Placement Anywhere
Achieve Efficiency
Aligned and Optimized Resources
Continuous Transformation
IT at the Speed of Business

208.
IT Resilience Platform

209.
Converging Technologies
Disaster Recovery
Replication
Backup
Hybrid Cloud

210.
Into One Platform
Disaster Recovery
Replication
Backup
Hybrid Cloud
IT
Resilience
Platform

211.
Replacing Multiple Tools
Backup Replication Orchestration Migration+ + + <
Costly & Complex
IT Resilience
Platform™
Simplified IT

212.
Backup
Backup does not meet todays
customer expectations
24/7 Granularity Ransomware

213.
No Backup Technology Based on
Periodic Backups can Achieve
Seconds of RPO at Scale
Periodic
Backups
Backup

214.
Continuous Data Protection
Continuous Journal-Based
Protection is the Future

215.
Restore Anything & Everything
SitesApps FilesVMs

216.
Deliver Seconds of RPO at Scale

217.
Elastic Journal
SecondsMinutesHoursQuarters DaysYears
June 3, 2012

218.
Intelligent Index & Search
Elastic Journal
Data Protection Workflows
Compliance
Granular
86% of
Use Cases
Long-Term Retention Short-Term Retention

219.
•Find & Restore
•Site based
•Unstructured and scalable
Intelligent Index and Search
7.0
*Subject to Change

220.
Transformation Examples

221.
✓ Close-to-continuous IT and business operations
✓
Is a multi-function converged product segment, evolved
from backup, run book automation, replication
✓ Support scope is multi datacenter and multi-cloud
✓
Functionality includes IT operations resilience and
cyber attack mitigation
IT Resilience Requirements

222.
On-Premises On-Premises

223.
On-Premises On-Premises

224.
Tencate using Zerto today for Ransomware
249
DR Strategy
Files Affected
Data Loss
Time to Recover
Without Zerto
Backup to tape
An entire file server at a
manufacturing facility
12 hours
2 weeks
With Zerto
Continuous replication
A number of directories on a file
server at a manufacturing facility
10 seconds
Under 10 minutes

225.
IT Transformation in Financial Services

226.
The Zerto Difference
Single platform for continuous availability,
data protection, and workload mobility
to, from, and between multi clouds.

227.
Zerto IT Resilience Platform
Converged
Backup Multi-Cloud
Hybrid Cloud
Disaster
Recovery
OrchestrationMigration Analytics
Lower IT Costs, Complexity & TCO

228.
How digital platforms
are stacking up for web 3.0
Josh Somma - Technical Director @Squiz
Email: jsomma@squiz.co.uk

229.
What we’ll becovering...
● The arrival of Digital Experience Platforms inthe
marketplace
● How a former CMS company is navigating it’sway
through this disruption
● What’s driving these shifts in the marketplace
● Takeaways

230.
What is a DXP?
( Digital Experience Platform )

231.
DXP is as an “...integrated set of technologies, based o
common platform, that provides a broad range of au
with consistent,secure and personalized access to inf
and applications across many digital touchpoints.”
Source: https://gtnr.it/2GWqP5d

232.
‘A DXP is a collection of
technologies that work together
to enable our customers to deliver
advanced digital services no
matter the context of the user.
Matt Adney, Chief Product Officer, Squiz Source: http://bit.ly/2ShQqrt

233.
‘...a core set of software technologies that
orchestrates the creation, delivery and optimization of
personalized, content-rich digital experiences anytime ‘...
Source: http://bit.ly/2SZngCA
Source: http://bit.ly/2GGD9qZ
‘an integrated set of technologies, based on a common plat
a broad range of audiences with consistent, secure, and pers
information and applications across digitaltouchpoints.’
‘... an integrated collection of technologies and methodologies that provid
the ability to design and deliver user interface/presentation capabilities for
wide variety of interaction channels…’

234.
What does a DXP actually look like?
Hosting & infrastructure
Customer Data (CRM)
Content management (CMS/DAM)
Search
Presentation
E-commerce Social Media
Analytics / BI Video
Marketing Automation Personalisation
Web services

235.
DXP? Got it!

236.
Gartner Magic Quadrant
for Digital Experience
platforms
(Formerly Horizontal Portals)
IBM
Microsoft
Oracle
Adobe
Salesforce
SAP
...
Squiz
Kentico Software
SDL
Jahia
GX Software
OEpiserver
Sitecore
Acquia (the makers of
Drupal)

237.
Why are all these disparate types
of companies coalescing around
this concept of DXP?

238.
'At a high level this is an agglomeration of WCM,DAM,
Portal, and Personalization vendors and tools.
And what a bizarre potpourri of vendors andproducts.
For starters, you should be suspicious any chart that
has both Salesforce and Squiz or Kentico and SAP
together.'
Tony Byrne, Founder, Real Story Group Source: http://bit.ly/2BNsF5j

239.
Howdoes this concept of DXP
relate to Squiz?

240.
Secure Hosting
Search
Web Development
Content Editing
CMS
Secure Virtualised Hosting
Global Content Delivery
CXP
Marketing Automation
CRM
Search
Insights & Analytics
Web Development
Content Editing
Integration Tools
Secure Virtualised Hosting
Global Content Delivery
Software as a Service
DXP
Integrated Ecosystem
Marketplace
Marketing Automation
CRM
Search
Insights & Analytics
Knowledge Graph
Web Development
Content Editing
Integration Platform
Personalisation
2019
Evolution: CMS → CXP → DXP
2014
2009

241.
‘I need a
website…’
‘I need a
website,
forms pushing
to the CRM
and an email
campaign…’
‘I need …
✓ A website
✓ API endpoints for the
companion app
✓ a chatbot creating
leads in the CRM
✓ a personalised
nurture campaign
✓ real time analytics
dashboard
How the conversations have evolved...
2009 2014 2019

242.
The easy problems have beensolved

243.
The easy
problems
have been
solved
Publishing
Advertising
E-commerce

244.
Value of
Experience
Commodity
Services
Value

245.
The easy
problems
have been
solved
Publishing
Advertising
E-commerce
Cloud computing

246.
The easy
problems
have been
solved
Property classifieds Online EstateAgents
Information Logistics
Booking Transport & Travel

247.
Experience is the differentiato

248.
Value of
Experience
Commodity
Good
Service
Value
Source: Joseph Pine http://bit.ly/2GGyN3m
Experience

249.
“There is a difference between knowing the
and walking the path.”
Morpheus

250.
To deal with this...

251.
To deal with this(cont’d)...

252.
Some takeaways...

253.
Make sure claims of
integration are true
Be wary of all-in-one
DXP vendors
A federated model will likely be
the most common pattern
Use cases for truly bespoke
platforms will be rare

254.
Thank you
Josh Somma
Email: jsomma@squiz.co.uk