Presentation at the GCU Workshop on 'The Digital Revolution: Are You Ready', October 2014.

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The Digital Revolution:
Are You Ready?
Dr Jim Hamill
www.energise2-0.com
@DrJimHamill
www.linkedin.com/in/drjimhamill
23rd October, 2014
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Agenda
9.30 - 10.15 Digital Darwinism and Digital Dinosaurs
Dr. Jim Hamill, Director, Energise 2-0
10.15 - 11.00 First ScotRail: Becoming a Digital Railway
Sean Duffy, Commercial Director, First ScotRail
11.00 Tea/Coffee
11.15 - 12.00 The Opportunities and Threats of Big Data
Euan Robertson, Chief Technology Officer, Aquila Insight
12.00 - 12.30 Q&A Session: Planning for Digital Change
12.30 Lunch 2

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A conversation
not a broadcast
workshop

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Digital Darwinism and
Digital Dinosaurs
Dr Jim Hamill
www.energise2-0.com
@DrJimHamill
www.linkedin.com/in/drjimhamill 4

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Digital Natives
By 2025, Digital Natives will account for 70% of the
global workforce and they will be shooting dinosaurs
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What do the following products and
companies have in common?

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In Common?

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In Common?

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Digital Dinosaurs
All have become (or could become) Digital Dinosaurs
due to their failure to adapt to Disruptive Technologies

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What Does HMV Stand For?

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(HMV) Hopelessly
Misplaced Vision

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Rearranging Deck Chairs

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What about these ones?

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Who Will Be The
Next Dinosaur?

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Take Your Pick 
• Local Councils?
• Business/SME support
organisations?
• Public transport?
• Advertising, PR, Marketing,
Web Design, Social Media
Agencies?
• Accountants?
• Trade Associations/Chambers
of Commerce?
• Telecom providers?
• The United Kingdom?
• Call Centres?
• Senior Executives?
• You?
• High streets?
• Television?
• Meetings?
• Business Travel?
• What about Higher and
Further Education?
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Who Will Be Next?

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MOOCs

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The Future of Education

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Spot the Dinosaur 

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The Future of Higher Education
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‘Terminal Degrees’ – the Economist
‘If universities were to face the same conditions over
the next 10 to 20 years that daily newspapers faced
over the last 10 to 20, then revenues would fall by more
than half, employment in the industry would drop by
nearly 30% and more than 700 institutions would shut
their doors.’ (Economist, 2014)
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We live in an era of Digital Darwinism
www.briansolis.com

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Digital Darwinism
A further 70% on
current list will
fail within the
next decade
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So why now…..?

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Convergence of Disruptive Technologies

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Convergence of Disruptive Technologies
Social Media + Mobile + The Cloud + Big
Data + Gen C
= The End of Business as Usual

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The Connected Customer

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The Connected Customer is also
the Connected Employee

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Digital Natives (2005)

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The Connected Customer

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The Internet of Things
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Implications?

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No organisation too big to fail,
nor too small to succeed

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Do we need to
adapt or die?

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Digital Darwinism

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Power Shift
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Power Shift
Social media empowers
customers, empowers the
network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online

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Customers in Control
• How relevant is the traditional ‘outbound’ approach to sales,
marketing, PR and service in an era where the
customer/buyer is in control?
• Do we need to move to a new ‘inbound’ approach based on:
– Authentic storytelling
– Content that adds value to our customers/buyers
– Data and analytics
– Real time engagement
– Creating excellent online customer experiences

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Rethinking Marketing & PR
• Unlearn marketing – it is no
longer ‘about us’
• New ‘mindset’ required
• Stop telling people how good
we are. Prove it. Spin is dead.
• A shift from Outbound Marketing to Inbound/Content Based
Marketing

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Leading Edge Thinkers
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Brian Solis - Ultimate Moment of Truth

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Reality Check
Customers are no longer passive sheep

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Create Music Not Noise

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Arpal Group
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Social Customer Service and Real
Time Engagement is the New
Marketing
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Constantly connected customers (especially
Digital Natives) require constantly connected
Social Customer Service Excellence

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The Evidence (Demand)
• Inbound customer requests on Twitter have increased by
208% and by 85% on Facebook
• 72% of consumers posting a customer service
question/complaint on Twitter expect a response within 1
hour (faster response times may be required in certain
industries e.g. public transport sector)
• 32% of social customers expect a response within 30 minutes
• 57% of consumers think brands’ response times on social
media should be the same during weekends/weeknights as
they are during business hours
• 59% of 18 to 24 year olds use social media for customer
service
• 96% of customers are affected by the social comments of
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The Evidence (Supply)
• Few brands are delivering despite advances in Social
Customer Service technology
• Only 32 of the top 100 global brands have a separate
customer service handle on Twitter
• Only 29% of companies state that Social Customer Service is
an important objective; by contrast, 62% state that customer
acquisitions via social media is ‘very important’
• Only 36% of consumers report having their social customer
service enquiries solved quickly and effectively. Canned
responses are common
• Only 59% of companies monitor social media for mentions
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Time for us to
‘Shut Up and Listen’
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It’s Social
A conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?
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Social Media Listening
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Social Customer Service

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It is no longer just abut Social Media,
it is also about Social Business –
‘Enterprise Social’
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The times they are a changin'
• Current leading-edge thinking is that we are on the verge of
another tectonic shift: from Social Media to Social Business
• A Social Business is one that develops innovative new work
methods and processes by applying social thinking, social
strategy, social culture, social organisation and social
technologies to everything it does (internally as well as
externally). Social across the value chain.
• Organisations who ‘get this’ will survive and prosper - those
who don’t will become 21st century dinosaurs

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Not sure? – then consider the
following……..

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Productive Time
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Productivity Busters
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Global Workforce Survey 2012
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eMail v. Social

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A Better Way to Collaborate

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Enterprise Networking Tools

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If we need to adapt or die, do we
have the Digital Leaders to drive
change?
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The evidence would suggest NOT….
• ‘The State of Digital Business in 2014’ - only 15 percent of companies
have the capability to implement digital strategies (Forrester Research,
2014)
• Successful digital business transformation requires the full support of
CEOs to drive investment priorities. However, few CEOs fully
understand digital
• We are facing a Digital Execution Crisis. Missing digital skills are the
key hurdle to digital transformation in 77% of the companies surveyed
(see also - ‘The Digital Talent Gap: Developing Skills for Today’s Digital
Organizations, 2013’ – CapGemini)
• Leading US Bs Schools such as Harvard, Stanford, MIT and others have
responded to the digital business skills shortage by offering Executive
Programmes in ‘Driving Digital Change’. The majority of Business
Schools in most other countries have been much slower to respond
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Digital Leaders Urgently Required
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Digital Leaders Urgently Required
• A new breed of senior executive is required – Digital
Business Leaders
• Executives who combine high level business knowledge
and experience with the ability to develop Digital
Transformation Strategies fully aligned with and
supportive of agreed business goals and objectives
• Executives with the personal skills and confidence to
drive organisational change
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Let's Discuss

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Adapt or Die
• Are we changing quickly enough?
• Are we ready?
• International competitors?

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What road are we on?

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Bob Dylan (Mashed Up )
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’

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‘Getting There’