CX remains the top driver of digital transformation, but IT and marketing still influence technology investments (even without fully understanding customer behaviors and expectations).
Only half (54%) of survey respondents have completely mapped out the customer journey within the last year or are in the process of doing so.
A mere 20% of digital transformation leaders are studying the mobile customer journey and/or designing for real-time “micro moments” in addition to customer journey work.
The State Of Digital Transformation In China Versus The Rest Of The World by ...Brian Solis
When Brian Solis was principal analyst at Altimeter Group, he launched a highly regarded series that captured the global state of digital transformation. In 2019, Brian partnered with Prophet Asia's Leon Zhang and Benoit Garbe to zoom in on digital transformation in China. The team quickly realized that China is very different than the rest of the world. As a result, Brian created this document to highlight those differences and also provide recommendations in how to more effectively compete.
Six stages of digital transformation by AltimeterRodd SL
The document outlines six stages of digital transformation that companies progress through as they adopt new technologies and adapt their business models to compete in a digital economy. Stage 1 is "Business as Usual," where companies maintain the status quo with their legacy processes and view of customers. Leadership resists change, departments work independently without collaboration, and digital literacy exists only in pockets without executive priority. The focus is on efficiency rather than customer empathy.
Eight Success Factors of Digital Transformation by Brian SolisBrian Solis
The document provides an overview of Altimeter's O.P.P.O.S.I.T.E framework for digital transformation. The framework consists of 8 steps (Orientation, People, Processes, Objectives, Structure, Insights and Intent, Technology, Execution) that guide companies through transforming their business models and customer experiences to compete in a digital economy. It describes each step in the framework and how completing one step lays the foundation for the next to incrementally transform a company's strategies, teams, technologies and processes around the digital customer experience.
Six Stages of Digital Transformation (Research)Vala Afshar
The document outlines 6 stages of digital transformation for organizations:
1) Business as Usual - Organizations operate with legacy perspectives and believe existing solutions remain relevant.
2) Present and Active - Pockets of experimentation drive digital literacy but in a disparate way to improve specific areas.
3) Formalized - Experimentation becomes intentional and initiatives seek executive support for new resources and technology.
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...Brian Solis
Digital transformation (DX) is shaping the future of business. While it can mean different things to different leaders, DX is about migrating from on-premises and labor-based models to the cloud, then complementing migration with cloud capabilities and agility. But to stop there would miss the full potential of using the cloud to enable DX.
The potential of DX is the sum of its parts: “digital” and “transformation.” Explored in isolation, we’re limited to either the constant pursuit and implementation of new technologies that enhance capabilities or a focus on change to modernize and become more efficient and innovative. Combined, they represent the future of business, how it operates, how it serves customers and employees, and how it adapts to industry evolution.
DX is continuous, never ends, and never a “won and done” series of checked boxes. DX is how organizations continually respond to disruptive events, trends, and technologies – beyond IT. The most effective partners in a DX journey explore existing states and capabilities within, benchmark those results against industry best practices and customer needs, and apply those insights to a strategic digital transformation plan of their own.
Future-proofing public sector and commercial businesses starts with future-proofing partner businesses. The PTP is an accelerator to drive DX and business modernization from B2B all the way to B2C. The PTP provides partners with the guidance to accelerate the development of their AWS skills and expertise to better serve their government, education, or nonprofit and also commercial customers’ journeys to the cloud.
Introducing the AWS Partner Transformation Program eBook
For PTP partners to get started, AWS created a DX playbook “The AWS Partner Transformation Program: Setting the Stage to Transformation Your Business.”
The eBook explores digital trends, DX methodologies, and the needs and areas of opportunity for partner organizations. The eBook can help PTP partners chart a “transformation plan” to set the stage for their customers’ digital transformation.
The time is now to future-proof your business to future-proof your customer's business.
This document discusses the role of the Chief Information Officer (CIO) in leading digital transformation efforts. It notes that CIOs are now expected to drive business innovation through data and analytics, giving them a new strategic role within companies. Effective CIOs act as change agents, working closely with business leaders to develop new services and tools that enable faster innovation. They must shift from a risk-averse, command-and-control mindset to one that is more entrepreneurial and focused on enabling transformation. Case studies show how CIOs are reducing legacy IT costs to free up funds for modernization efforts, helping their organizations adapt to changing market needs and competitive threats.
Digital Transformation is used very frequently in all types of business discussions as an umbrella term to cover a diverse range of technology / business initiatives. This slide deck tries to capture the essence of Digital Transformation which is really about strategic transformations at business level, and not just technology. Key insights about transformation across 5 domains (Customers, Competition, Data, Innovation, Value) are built up step by step, and will help in connecting the dots across diverse topics.
What the hell is digital transformation anyway ! - webinar - 25 april 2018 (1)Good Rebels
What the hell is digital transformation anyway?” a webinar presented by Mark Ralphs, partner at Good Rebels, on the 25th of April 2018.
Learn about the challenge of creating a digital first culture and organisation, the forces driving digital transformation, and practical insights and advice on delivering a transformation programme.
The State Of Digital Transformation In China Versus The Rest Of The World by ...Brian Solis
When Brian Solis was principal analyst at Altimeter Group, he launched a highly regarded series that captured the global state of digital transformation. In 2019, Brian partnered with Prophet Asia's Leon Zhang and Benoit Garbe to zoom in on digital transformation in China. The team quickly realized that China is very different than the rest of the world. As a result, Brian created this document to highlight those differences and also provide recommendations in how to more effectively compete.
Six stages of digital transformation by AltimeterRodd SL
The document outlines six stages of digital transformation that companies progress through as they adopt new technologies and adapt their business models to compete in a digital economy. Stage 1 is "Business as Usual," where companies maintain the status quo with their legacy processes and view of customers. Leadership resists change, departments work independently without collaboration, and digital literacy exists only in pockets without executive priority. The focus is on efficiency rather than customer empathy.
Eight Success Factors of Digital Transformation by Brian SolisBrian Solis
The document provides an overview of Altimeter's O.P.P.O.S.I.T.E framework for digital transformation. The framework consists of 8 steps (Orientation, People, Processes, Objectives, Structure, Insights and Intent, Technology, Execution) that guide companies through transforming their business models and customer experiences to compete in a digital economy. It describes each step in the framework and how completing one step lays the foundation for the next to incrementally transform a company's strategies, teams, technologies and processes around the digital customer experience.
Six Stages of Digital Transformation (Research)Vala Afshar
The document outlines 6 stages of digital transformation for organizations:
1) Business as Usual - Organizations operate with legacy perspectives and believe existing solutions remain relevant.
2) Present and Active - Pockets of experimentation drive digital literacy but in a disparate way to improve specific areas.
3) Formalized - Experimentation becomes intentional and initiatives seek executive support for new resources and technology.
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...Brian Solis
Digital transformation (DX) is shaping the future of business. While it can mean different things to different leaders, DX is about migrating from on-premises and labor-based models to the cloud, then complementing migration with cloud capabilities and agility. But to stop there would miss the full potential of using the cloud to enable DX.
The potential of DX is the sum of its parts: “digital” and “transformation.” Explored in isolation, we’re limited to either the constant pursuit and implementation of new technologies that enhance capabilities or a focus on change to modernize and become more efficient and innovative. Combined, they represent the future of business, how it operates, how it serves customers and employees, and how it adapts to industry evolution.
DX is continuous, never ends, and never a “won and done” series of checked boxes. DX is how organizations continually respond to disruptive events, trends, and technologies – beyond IT. The most effective partners in a DX journey explore existing states and capabilities within, benchmark those results against industry best practices and customer needs, and apply those insights to a strategic digital transformation plan of their own.
Future-proofing public sector and commercial businesses starts with future-proofing partner businesses. The PTP is an accelerator to drive DX and business modernization from B2B all the way to B2C. The PTP provides partners with the guidance to accelerate the development of their AWS skills and expertise to better serve their government, education, or nonprofit and also commercial customers’ journeys to the cloud.
Introducing the AWS Partner Transformation Program eBook
For PTP partners to get started, AWS created a DX playbook “The AWS Partner Transformation Program: Setting the Stage to Transformation Your Business.”
The eBook explores digital trends, DX methodologies, and the needs and areas of opportunity for partner organizations. The eBook can help PTP partners chart a “transformation plan” to set the stage for their customers’ digital transformation.
The time is now to future-proof your business to future-proof your customer's business.
This document discusses the role of the Chief Information Officer (CIO) in leading digital transformation efforts. It notes that CIOs are now expected to drive business innovation through data and analytics, giving them a new strategic role within companies. Effective CIOs act as change agents, working closely with business leaders to develop new services and tools that enable faster innovation. They must shift from a risk-averse, command-and-control mindset to one that is more entrepreneurial and focused on enabling transformation. Case studies show how CIOs are reducing legacy IT costs to free up funds for modernization efforts, helping their organizations adapt to changing market needs and competitive threats.
Digital Transformation is used very frequently in all types of business discussions as an umbrella term to cover a diverse range of technology / business initiatives. This slide deck tries to capture the essence of Digital Transformation which is really about strategic transformations at business level, and not just technology. Key insights about transformation across 5 domains (Customers, Competition, Data, Innovation, Value) are built up step by step, and will help in connecting the dots across diverse topics.
What the hell is digital transformation anyway ! - webinar - 25 april 2018 (1)Good Rebels
What the hell is digital transformation anyway?” a webinar presented by Mark Ralphs, partner at Good Rebels, on the 25th of April 2018.
Learn about the challenge of creating a digital first culture and organisation, the forces driving digital transformation, and practical insights and advice on delivering a transformation programme.
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
1) Digital transformation involves realigning technology, business models, and processes to create value for customers and employees in an ever-changing digital economy.
2) The author studied many leading companies and identified six common stages of digital transformation: business as usual, present and active, formalized, strategic, converged, and innovative and adaptive.
3) By following these stages, all aspects of a business can evolve, including culture, to continuously pursue digital transformation and stay ahead of technology and market trends.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
Embracing digital technology a new strategic imperative - capgemini consult...Rick Bouter
This document summarizes the key findings of a survey conducted by MIT Sloan Management Review and Capgemini Consulting on digital transformation. The survey found that while most companies recognize the importance of digital transformation, few have achieved transformational results. Only 15% of respondents were from highly digitally mature companies like Starbucks, which has successfully used technologies like mobile, social media and analytics to improve customer experience and business performance. However, the survey also found that digital transformation is becoming a higher priority for companies and that some organizations are making progress by developing business cases for technology investments and realigning incentives to focus on digital goals.
Let the games begin - using game mechanics to drive digital transformation - ...Rick Bouter
The document discusses how gamification can help drive digital transformation in enterprises. It provides examples of how gamification has been used to improve employee engagement, training and learning, innovation, and process efficiency. Specifically, it notes that gamification can help accelerate change management by making new processes more engaging. An insurance company was able to streamline its claims process and save $18 million annually by gamifying an employee idea generation tool. The document also discusses how gamification improves employee training retention and speeds up the learning process.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Zappos has made customer service a core part of its organizational culture and DNA. It invests heavily in training all employees, including senior leadership, on customer service. This people-centric approach sees call center volume as a way to enhance customer experience rather than a problem. As a result, Zappos continually ranks among the best for customer service according to various publications. Its focus on customer service from the start, even at the cost of short term losses, has paid off through strong customer loyalty and word-of-mouth marketing.
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Deloitte Teknoloji Fast 50 Türkiye 2017Firat Demirel
This document discusses the results of the 2017 Deloitte Technology Fast 50 Turkey program. It provides an overview of the top 50 fastest growing technology companies in Turkey over the past 4 years. Oplog, an e-logistics company headquartered in Ankara, topped the list with a 4,564% growth rate. The Turkish technology sector grew 14.4% in 2016 and companies collectively spent over 1.5 billion TL on research and development. The document also analyzes trends from a survey of the CEOs of the top 50 companies regarding growth strategies, opportunities, and challenges.
Why, When and How Do I Start a Digital Transformation?Acquia
The document discusses digital transformation and provides guidance on how to execute it. It emphasizes defining a clear digital ambition and envisioning how digital can provide new advantages for the business. It recommends assessing customer needs, known and unknown, and using these to develop projects and a roadmap. Finally, it outlines a framework for imagining, delivering, and scaling the digital transformation through iterative development and close monitoring of results.
101 Digital Transformation Statistics (2016) Jake Hird
The document provides statistics related to digital transformation from various reports published in 2016. Some key findings include:
- Around 33-47% of companies have not fully embarked on digital transformation or do not have a comprehensive strategy.
- 50-55% of companies say developing new skills and changing culture are major challenges of digital transformation.
- Around 57-88% of companies cite that implementing new technologies such as cloud, mobile, and data analytics is critical to digital transformation efforts.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The document summarizes a report on the six stages of digital transformation for companies. It introduces the six stages as: 1) Business as Usual, 2) Present and Active, 3) Formalized, 4) Strategic, 5) Converged, and 6) Innovative and Adaptive. The stages serve as a framework for companies to assess their digital maturity and guide their digital transformation journey. Successful digital transformation requires a clear purpose, vision, and collaboration across functions. It also often begins with a focus on improving the digital customer experience to align the organization and identify opportunities.
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
Digital Business Transformation | Strategy + Executionfeature[23]
The document discusses how businesses need to transform into digital leaders to survive in today's digital world. It notes that 75% of businesses will be digital businesses or preparing to become one by 2020. Only 30% of companies attempting to go digital will succeed. The document provides advice on how businesses can overcome obstacles like traditional IT, sourcing, and literacy to transform their business models, customer experiences and operations through approaches like digital maturity assessments, accelerating speed to market, and gaining cost and quality transparency in technology investments. The goal is to help businesses reimagine themselves and adapt continuously to thrive in the digital age.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
1) Digital transformation involves realigning technology, business models, and processes to create value for customers and employees in an ever-changing digital economy.
2) The author studied many leading companies and identified six common stages of digital transformation: business as usual, present and active, formalized, strategic, converged, and innovative and adaptive.
3) By following these stages, all aspects of a business can evolve, including culture, to continuously pursue digital transformation and stay ahead of technology and market trends.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
Embracing digital technology a new strategic imperative - capgemini consult...Rick Bouter
This document summarizes the key findings of a survey conducted by MIT Sloan Management Review and Capgemini Consulting on digital transformation. The survey found that while most companies recognize the importance of digital transformation, few have achieved transformational results. Only 15% of respondents were from highly digitally mature companies like Starbucks, which has successfully used technologies like mobile, social media and analytics to improve customer experience and business performance. However, the survey also found that digital transformation is becoming a higher priority for companies and that some organizations are making progress by developing business cases for technology investments and realigning incentives to focus on digital goals.
Let the games begin - using game mechanics to drive digital transformation - ...Rick Bouter
The document discusses how gamification can help drive digital transformation in enterprises. It provides examples of how gamification has been used to improve employee engagement, training and learning, innovation, and process efficiency. Specifically, it notes that gamification can help accelerate change management by making new processes more engaging. An insurance company was able to streamline its claims process and save $18 million annually by gamifying an employee idea generation tool. The document also discusses how gamification improves employee training retention and speeds up the learning process.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Zappos has made customer service a core part of its organizational culture and DNA. It invests heavily in training all employees, including senior leadership, on customer service. This people-centric approach sees call center volume as a way to enhance customer experience rather than a problem. As a result, Zappos continually ranks among the best for customer service according to various publications. Its focus on customer service from the start, even at the cost of short term losses, has paid off through strong customer loyalty and word-of-mouth marketing.
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Deloitte Teknoloji Fast 50 Türkiye 2017Firat Demirel
This document discusses the results of the 2017 Deloitte Technology Fast 50 Turkey program. It provides an overview of the top 50 fastest growing technology companies in Turkey over the past 4 years. Oplog, an e-logistics company headquartered in Ankara, topped the list with a 4,564% growth rate. The Turkish technology sector grew 14.4% in 2016 and companies collectively spent over 1.5 billion TL on research and development. The document also analyzes trends from a survey of the CEOs of the top 50 companies regarding growth strategies, opportunities, and challenges.
Why, When and How Do I Start a Digital Transformation?Acquia
The document discusses digital transformation and provides guidance on how to execute it. It emphasizes defining a clear digital ambition and envisioning how digital can provide new advantages for the business. It recommends assessing customer needs, known and unknown, and using these to develop projects and a roadmap. Finally, it outlines a framework for imagining, delivering, and scaling the digital transformation through iterative development and close monitoring of results.
101 Digital Transformation Statistics (2016) Jake Hird
The document provides statistics related to digital transformation from various reports published in 2016. Some key findings include:
- Around 33-47% of companies have not fully embarked on digital transformation or do not have a comprehensive strategy.
- 50-55% of companies say developing new skills and changing culture are major challenges of digital transformation.
- Around 57-88% of companies cite that implementing new technologies such as cloud, mobile, and data analytics is critical to digital transformation efforts.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
The document summarizes a report on the six stages of digital transformation for companies. It introduces the six stages as: 1) Business as Usual, 2) Present and Active, 3) Formalized, 4) Strategic, 5) Converged, and 6) Innovative and Adaptive. The stages serve as a framework for companies to assess their digital maturity and guide their digital transformation journey. Successful digital transformation requires a clear purpose, vision, and collaboration across functions. It also often begins with a focus on improving the digital customer experience to align the organization and identify opportunities.
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
Digital Business Transformation | Strategy + Executionfeature[23]
The document discusses how businesses need to transform into digital leaders to survive in today's digital world. It notes that 75% of businesses will be digital businesses or preparing to become one by 2020. Only 30% of companies attempting to go digital will succeed. The document provides advice on how businesses can overcome obstacles like traditional IT, sourcing, and literacy to transform their business models, customer experiences and operations through approaches like digital maturity assessments, accelerating speed to market, and gaining cost and quality transparency in technology investments. The goal is to help businesses reimagine themselves and adapt continuously to thrive in the digital age.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Altimeter: The 2014 state of digital transformation June 2014Brian Crotty
Digital transformation means different things to different people and organizations are at different stages of understanding and implementing it. The document discusses research into how digital strategists define and approach digital transformation. While many report their organizations are undergoing digital transformation, details show they are actually just beginning to understand what it entails. True digital transformation requires realigning an organization's technology, business models, infrastructure and processes to be customer-centric and engage customers across all digital touchpoints, not just investing in new technologies. Journey mapping is key to understanding the customer experience and informing an effective digital transformation strategy.
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
The document discusses developing a transformative digital vision. It provides examples of how some companies have expressed their digital visions, focusing on digitizing operational processes, digitizing the customer experience, or a combination to transform business models. The document also outlines three steps for executives to take in framing a transformative digital vision: 1) Define a clear target outcome and intent, 2) Engage the organization, and 3) Evolve the vision over time. Developing an inspiring vision where digital plays a fundamental role can help drive successful digital transformation.
Digital technologies are having a pervasive impact on businesses and yet many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Some insights from Capgemini on the importance, structure, and value of a #DigitalT vision.
The document discusses developing a transformative digital vision. It notes that while awareness of digital trends is growing, few organizations have developed a true transformative digital vision. The "Digirati" are distinguished by translating awareness into a vision of the future where digital plays a fundamental role. Visions can focus on digitizing operations, customer experience, or transforming business models. Crafting a vision involves defining a clear target outcome, engaging the organization, and evolving the vision over time as capabilities change. Developing a transformative digital vision is key to successfully managing digital transformation.
The document summarizes the findings of a survey about digital transformation priorities and objectives for businesses. The survey found that digital transformation is the top strategic priority for most companies and the pace of change is accelerating. Companies see digital disruption as an opportunity for competitive advantage. Improving the customer experience is the most common customer-focused objective for digital transformation initiatives in 2016. While companies are generally confident in meeting their 2016 objectives, the survey identified that increasing senior leadership sponsorship and oversight is the greatest change needed for many companies to succeed.
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
Altimeter brian solis - digital transformationRick Bouter
Digital transformation involves realigning technology and business models to better engage digital customers at every touchpoint of the customer experience lifecycle. While gaining momentum, digital transformation is still in its infancy as a formal process for many organizations. Disruptive technologies like social media, mobile, and real-time analytics are catalyzing the need for digital transformation as customer expectations and behaviors evolve rapidly. Organizations must understand the customer journey through mapping exercises, break down silos between departments, and provide leadership to successfully transform their business models and customer experiences for the digital era.
Digital transformation involves realigning technology and business models to better engage digital customers at every touchpoint of the customer experience lifecycle. While gaining momentum, digital transformation is still in its infancy as a formal process for many organizations. Disruptive technologies like social media, mobile, and real-time analytics are catalyzing businesses to undergo digital transformation and integrate customer touchpoints that were previously managed separately. Mapping customer journeys reveals how consumer habits and expectations now outpace traditional organizational structures, driving the need for transformation.
The Digital Transformation of the Health and Fitness industryBryan K. O'Rourke
The world is changing and so are customers. The Fitness, health and health club industries must reorient themselves to digital transformation. This Altimeter report identifies key opportunities needed to embrace such a transformation. Read it.
The document discusses the key findings of the Accenture CIO Mobility Survey 2013 regarding enterprise adoption of mobility technologies. Some of the main points include:
- Mobility is a top priority for many CIOs, with one-third citing it as a top-two priority and 75% among their top five. Investment in mobility is increasing.
- Companies are developing centralized mobile strategies and see mobility as crucial to engaging customers and driving revenue. They plan to use it to optimize processes and user experience.
- Adoption is driven by the need to improve customer service, sales cycles and transactions through mobile apps and data access. Emerging markets and industries like retail and utilities show strong commitment to mobility.
Digital Transformation Readiness Survey Summary
The survey of 100 European directors found that the top challenges to digital transformation were insufficient internal skills, lack of a clear digital vision, integrating new technologies, and resistance to change. While most organizations had a digital vision and roadmap led from the top, some lacked understanding of changing competition. Many had successfully implemented digital initiatives but struggled to measure impact. There was a disconnect, as over half of respondents saw issues with cross-functional connectivity, technology usability, and employee engagement. Overall, the survey found that leadership must drive digital transformation from the top through vision, skills development, and change management.
Why the HR Service Center is Critical to Digital TransformationCAROL MALIA
The document discusses how HR can play a key role in digital business transformation by embracing the right service delivery model and technology. It argues that HR needs to standardize processes through a shared services model to free up resources for more strategic work. It also stresses the importance of employee self-service tools that are intuitive and mobile-friendly. The document provides recommendations for how HR can utilize workflow automation, social collaboration tools, security, and data privacy to better support the needs of a digital workplace.
Digital transformation _a_road-map_for_billion-dollar_organizationsPaula Calvo Lopez
HotelCo is pursuing digital transformation across its global hospitality business by experimenting with new technologies to enhance its online presence, mobile customer engagement, and internal operations. It is integrating social media and third-party reviews onto its websites, conducting mobile marketing campaigns, and exploring how emerging technologies can improve processes. However, HotelCo faces challenges coordinating its various digital initiatives while balancing innovation, security, and organizational ownership. It is taking a measured approach to transformation to rationalize technologies and processes enterprise-wide.
Ähnlich wie The 2016 State of Digital Transformation - Altimeter (20)
Zusammen mit der INFO GmbH Markt- und Meinungsforschung hat Facebook 500 Lehrerinnen und Lehrer aus ganz Deutschland befragt. Die Ergebnisse dieser Studie zeigen, dass soziale Netzwerke immer häufiger als Recherche- und Arbeitsmittel eingesetzt werden, bereits knapp ein Drittel der Lehrkräfte nutzt soziale Medien im beruflichen Kontext, insbesondere WhatsApp. Facebook und Instagram spielen vor allem bei den unter 40-jährigen Lehrkräften im Berufsalltag eine grosse Rolle.
Die Hälfte der Lehrerinnen und Lehrer fühlt sich im Umgang mit sozialen Netzwerken unsicher. Die Befragten waren sich einig, dass die Steigerung der Kompetenzen von Kindern und Jugendlichen bei der Nutzung sozialer Medien, eine wichtige Aufgabe der Schule sei, insbesondere auch und gerade weil die Nutzung der sozialen Medien für die Schülerinnen und Schüler so wichtig ist. Die grösste Aufgabe sehen die Lehrer in der Vermittlung von Medienkompetenz, sodass die Schülerinnen und Schüler lernen, verantwortungsvoll mit den sozialen Medien umzugehen.
Ganz schlimm wird es, wenn es um verlagsweite Projekte wie die Einführung von CRM- oder Verlagssystemen geht. Marco Ripanti greift dies in seinem Artikel "Der Faktor Mitarbeiter bei der Digitalisierung" auf, mit dem Ergebnis: „Es ergibt sicher einen Sinn, dass moderne Lösungen eben NICHT genau die Prozesse abbilden, die man in den letzten Jahren ohne Tools abgearbeitet hat. Werft also alles über Bord, setzt alles auf null und geht auf die neuen Möglichkeiten ein!“
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
2019 Edelman Trust-Barometer Global Report42medien
- Mehr Vertrauen im Vergleich zum Vorjahreszeitraum haben die Deutschen in folgende Akteure gewonnen: Wirtschaft (plus drei Prozentpunkte/insgesamt 47 Prozent), NGOs (+7 %Pkt./44%) und Medien (+2 %Pkt./44%)
- Dagegen ist das Vertrauen in die Regierung gesunken: -3 %Pkt./40%
- 73 Prozent der Deutschen geben an, dass sie ihrem Arbeitgeber vertrauen. Global sind es 75 Prozent.
- 39 Prozent der Deutschen halten CEOs für einen glaubwürdigen Absender von Informationen, 56 Prozent Mitarbeiter
- In Deutschland liegt der Vertrauensindex der informierten Öffentlichkeit in Bezug auf Institutionen mit 60 Punkten weit über dem der breiten Öffentlichkeit (42 Punkte). Höher war der Unterschied in Deutschland noch nie.
(via Dr. Holger Schmidt)
Defensive Digitalisierer
Digitale Transformation dient überwiegend der kurzfristigen Produktivitätssteigerung, aber immer noch (zu) wenig für Innovationen und Entwicklung neuer Geschäftsmodelle, zeigt eine aktuelle Deloitte-Umfrage unter 361 großen Industrieunternehmen. Dabei mangelt es weder am Investitionswillen noch am Geld, denn durchschnittlich fließen 30 Prozent des IT-Budgets in Digitalisierungsprojekte. Dagegen werden aber nur 11 Prozent des Innovationsbudgets für Digitalprojekte eingesetzt.
94 Prozent der Befragten sehen den digitalen Wandel als eines der wichtigsten strategischen Ziele ihrer Organisation. Das bedeutet aber noch nicht, dass sie die strategischen Möglichkeiten vollständig ausloten. Tatsächlich sehen 68 Prozent die Transformation lediglich als Mittel, um die Rentabilität zu steigern. Investitionen in digitale Technologien haben primär das Ziel, das Gleiche zu tun wie bisher, nur eben besser oder effizienter.
Auf diese Weise lassen sich keine dauerhaften Wettbewerbsvorteile erschließen. Denn die vielleicht wichtigste Erkenntnis der vergangenen 20 Jahre digitaler Transformation lautet: Nur die Unternehmen, die erfolgreich digitale Geschäftsmodelle etabliert haben, erobern neue Märkte und setzen sich von der Konkurrenz ab.
This document provides guidance on using innovation brainstorming cards and summarizes the content of several cards related to technological trends. The cards can be used to spark new ideas by considering "what if" scenarios related to trends and possibilities from emerging technologies. Examples summarized include what if a product only interacted through voice, used customers' DNA to customize services, or delivered an augmented reality experience. The full document contains additional cards on market trends, customer trends, and more technological trend-based "what if" scenarios to inspire innovative new product and service ideas.
This document provides a summary of research on what Gen Z teens find "cool" through three studies commissioned by Google. Some of the key findings include:
- Technology like smartphones, iOS, VR/AR, and social media platforms like Snapchat and Instagram are considered very cool.
- Celebrities seen as cool are musicians who are also philanthropic and genuine. Popular artists mentioned include Beyonce, Drake, and Twenty One Pilots.
- Sports, both playing and watching, provide an outlet and way to connect in real life for Gen Z. Popular sports are football, basketball, soccer, and running/track.
- Streaming platforms like YouTube, Netflix, and Spotify are an integral part of Gen Z
Die vielleicht beste GWA Studie in diesem Jahr.
So vielfältig und heterogen der Agenturmarkt auch sein mag, so klar zeichnen sich dennoch bestimmte Tendenzen ab, wohin die Reise in Zukunft geht.
The 2016 state of digital content von Altimeter42medien
Eine tolle Zusammenfassung hinsichtlich digitaler Inhalte heute und in Zukunft. Wer sich gerne mit uns darüber unterhalten möchte, ist herzlich eingeladen und zu kontaktieren.
The document summarizes a report on social media usage among Fortune 500 CEOs in 2015. Some key findings include:
- 61% of Fortune 500 CEOs had no social media presence, an improvement from 68% in 2014.
- LinkedIn was the most popular platform, with 32% of CEOs having active accounts.
- Only 50 CEOs had Twitter accounts and 31 were considered active.
- Two CEOs, Marc Benioff and Dara Khosrowshahi, were active on five major networks.
- 41% of Fortune 500 companies featured their CEO in a YouTube video, even if the CEO wasn't personally active on YouTube.
HijackLoader Evolution: Interactive Process HollowingDonato Onofri
CrowdStrike researchers have identified a HijackLoader (aka IDAT Loader) sample that employs sophisticated evasion techniques to enhance the complexity of the threat. HijackLoader, an increasingly popular tool among adversaries for deploying additional payloads and tooling, continues to evolve as its developers experiment and enhance its capabilities.
In their analysis of a recent HijackLoader sample, CrowdStrike researchers discovered new techniques designed to increase the defense evasion capabilities of the loader. The malware developer used a standard process hollowing technique coupled with an additional trigger that was activated by the parent process writing to a pipe. This new approach, called "Interactive Process Hollowing", has the potential to make defense evasion stealthier.
Honeypots Unveiled: Proactive Defense Tactics for Cyber Security, Phoenix Sum...APNIC
Adli Wahid, Senior Internet Security Specialist at APNIC, delivered a presentation titled 'Honeypots Unveiled: Proactive Defense Tactics for Cyber Security' at the Phoenix Summit held in Dhaka, Bangladesh from 23 to 24 May 2024.
Securing BGP: Operational Strategies and Best Practices for Network Defenders...APNIC
Md. Zobair Khan,
Network Analyst and Technical Trainer at APNIC, presented 'Securing BGP: Operational Strategies and Best Practices for Network Defenders' at the Phoenix Summit held in Dhaka, Bangladesh from 23 to 24 May 2024.
2. Digital Darwinism continues to impact businesses as technology
and societies evolve. As a result, organizations are moving away
from “business as usual” as they pursue digital transformation
to compete. Today, companies are undergoing varying extents
of modernization, with systems, models, processes, and
architectures advancing along the way.
In the second edition of our “State of Digital transformation”
research, we set out to learn how companies are changing and
the challenges and opportunities they face while doing so. The
data and insights in this report are based on the input of more
than 500 digital transformation strategists and executives who
are leading change within their organizations. This year, we are
seeing companies evolve, with some changing faster and deeper
than others. But, what’s most clear is, two years after our previous
industry overview, companies are still facing significant challenges
to operate in a digital economy.
We learned that efforts in customer experience often serve as
the heart and soul of digital transformation, as we also saw in
2014. At the same time, many organizations continue to wrestle
with the balance of technology and organizational priorities to
define a collaborative and productive path toward change. In
many ways, IT remains influential in driving digital transformation.
As a result, companies are still prioritizing technology ahead
2
EXECUTIVE SUMMARY
of customer-centricity and investing in front- and back-office
solutions without a clear understanding of customer expectations,
preferences, or values. IT is the department most frequently
included in digital Centers of Excellence (CoEs), and updating
information technology is currently the second-highest priority in
terms of digital transformation initiatives.
But, focusing on customer experience (CX) through the lens of
technology has its limitations. For example, in 2014 we found
that 88% of companies were undergoing digital transformation
as a means to improve CX, but only 25% had mapped their
customer journeys.1
In 2016, companies are making progress,
but customer-centricity still appears to be more about words
than actions. Although CX remains a top driver of digital
transformation, only half of the companies we studied have
mapped or are mapping the customer journey. While CX
mapping is becoming more prominent, it still must gain greater
traction to counterbalance (and give purpose to) investments in
technology roadmaps.
In 2016, innovation has become a key priority in digital
transformation efforts. This trend is rapidly gaining momentum as
companies look to the startup ecosystem as a means to innovate
and tap into the new expertise and talent often missing from more
traditional organizations.
3. CX remains the top driver of digital transformation, but IT and
marketing still influence technology investments (even without fully understanding
customer behaviors and expectations).
Fifty-five percent of those responsible for digital transformation
cite “evolving customer behaviors and preferences” as their
primary catalyst.
Only half (54%) of survey respondents have completely mapped
out the customer journey within the last year or are in the process of doing so.
A mere 20% of digital transformation leaders are studying the
mobile customer journey and/or designing for real-time “micro moments” in
addition to customer journey work.
The top three digital transformation initiatives at organizations
today are accelerating innovation (81%); modernized IT infrastructure with
increased agility, flexibility, management, and security (80%); and improving
operational agility to more rapidly adapt to change (79%).
Digital transformation is largely led by the CMO (34%).
Just 29% of companies have a multi-year roadmap to guide digital
transformation evolution.
REPORT
HIGHLIGHTS
3
4. DEFINING DIGITAL TRANSFORMATION
Over our years of digital transformation research, we’ve learned that there are many
definitions for the topic depending on who you talk to in the ecosystem. And, when
rooted in the context of CX efforts, digital transformation carries even broader
implications and opportunities for companies. Based on interviews with digital and
innovation leaders over the past few years, we continually adapt our definition to reflect
its current state and direction. For this report, we define digital transformation as:
The realignment of or investment in new technology, business models,
and processes to drive value for customers and employees and more effectively compete
in an ever-changing digital economy.
4
Executives are going “all in” on exploring the impact and potential of digital on their
companies and markets. To what extent these companies change, and how quickly, is
dependent on a variety of elements ranging from culture to expertise to insights, and
everything in between.
Digital transformation is working its way from the edges of the organization to the
middle. Disparate efforts throughout the company, whether it’s IT, marketing, or
innovation, are starting to unite around a common effort to organize work, align
executives and direction, and reframe business models. One of the driving factors
behind those cross-functional efforts is CX.
THE 2016 STATE OF
DIGITAL TRANSFORMATION
4
5. Companies look to customer behavior
to inform and lead change, which puts
CX at the heart of accelerating digital
transformation initiatives. More than half
(55%) of those responsible for digital
transformation cite “evolving customer
behaviors and preferences” as their top
driver of digital transformation (see Figure 1).
But it’s not just about chasing digital
customers. As technology and customer
behavior evolve, businesses are
identifying new ways to increase reach,
revenue, and impact.
Fifty-three percent cite “growth
opportunities in new markets” as a driver
to not only reach existing customers in
better ways, but also to expand markets.
The better companies understand digital
customers, identify new markets, and
increase digital literacy, the more they
earn signi cant competitive advantages.
This causes pressure for other companies
to respond. Almost half of those surveyed
(49%) cited “increased competitive
pressure” as driving their efforts.
CX CONTINUES TO DRIVE
DIGITAL TRANSFORMATION EFFORTS
FIGURE 1.
TOP DRIVERS OF DIGITAL
TRANSFORMATION
Question: What are the key drivers
of digital transformation within
your organization? Drivers are
trends or factors that
catalyze change.
5
Evolving
customer
behaviors and
preferences
55%
Growth
opportunities
in new markets
53%
Increased
competitive
pressure
49%
New
standards in
regulatory and
compliance
42%
6. In 2016, we introduced the digital transformation OPPOSITE framework based on three
years of interviews with executives who are gaining traction in driving mature digital
transformation initiatives.2
OPPOSITE (see Appendix) is an acronym that represents a
step-by-step approach companies can take to accelerate and unify efforts around digital
transformation. These steps are based on a series of people-centric best practices, which
represent Orientation, People, Processes, Objectives, Structure, Insights and Intent,
Technology, and xecution. peci cally, we learned those companies that invested in
better understanding the customer experience, as well as the digital and mobile journeys,
were able to identify actionable insights and purpose. We found parallel trends and best
practices emerged in our 2016 State of Digital Transformation survey data.
MORE COMPANIES ARE MAPPING
THE DIGITAL CUSTOMER JOURNEY
In 2014, only 25% of companies undergoing digital transformation had mapped the
customer journey and had a clear understanding of new or underperforming digital
touchpoints. Yet, 88% cited CX as the driver for change. Technology was widely viewed at
the time as the solution for change. But now, businesses are investing in a customer-centric
approach that offers insights, purpose, and direction.
Today, 54% of survey respondents have completely mapped out or are in the process
of mapping out the customer journey (within the last year). That’s more than double the
gure from only two years ago. These companies do so to nd the data to de ne and
prioritize their digital transformation roadmap.
Even though this is progress, to date only half (52%) of companies currently have a
customer research program in place to better understand digital customer behaviors.
DIGITAL TRANSFORMATION
BEST PRACTICES
6
7. AN ELITE GROUP OF COMPANIES IS
EXPLORING “MOBILE-FIRST” MOMENTS
Mobile has given way to what Google refers to as “micro-moments,”3
and they are
completely upending traditional customer journeys. These mobile- rst moments play
out in common scenarios when someone is intent to do, buy, or learn something.
As consumers increasingly use their phones to complete everyday activities, they’re
fracturing the consumer journey into hundreds of new “micro” touchpoints where
they seek real-time, mobile-optimized content, reviews, shared experiences, and
direction online. Traditional touchpoints, such as websites, contact centers,
representatives, af liates, etc., don t meet heightened expectations.
In fact, they deter from what’s becoming an on-demand customer
experience. As such, micro-moments represent new, critical
opportunities for brands to shape their decisions and preferences.
Despite all of this, just 20% of digital transformation leaders
are studying the mobile customer journey and/or designing for
real-time micro-moments in addition to customer journey work.
Clearly, for companies to mature through the six stages of digital
transformation, they must understand mobile’s impact on customer
decision-making, behaviors, and value.
Mobile is just the beginning of disruption in the customer journey.
With the runway for disruptive technologies still ahead (e.g., wearables,
Internet of Things (IoT), arti cial intelligence, virtual and augmented
reality), companies will need a resilient infrastructure that adapts to not
only mobile’s “micro-moments,” but also the impact of all these trends
and new devices over time. One way to do so is to evolve digital
transformation toward a state of innovation and adaptability. For
example, in our recent Six Stages of Digital Transformation research
(see Figure 2), we learned that mature companies were developing
“innovation” teams, departments, and of cial innovation centers
to study, partner with, invest in, acquire, and experiment with
emerging technologies.
20%
of digital
transformation
leaders are studying
the mobile customer
journey
7
8. FIGURE 2.
THE SIX STAGES OF DIGITAL TRANSFORMATION
8
From Altimeter Group’s 2016 report, The Six Stages of Digital Transformation, available for download from our website
9. Executives still don’t engage with the
brand or business the way customers
do. By not prioritizing customer journey
work, companies face challenges in
understanding new consumer behaviors
and missing related datasets for decision-
making. Companies that don’t grasp
or internalize the customer journey are
obstructed from seeing its potential for
optimization and innovation.
It’s not a surprise, therefore, that the top
challenge faced by those leading digital
transformation is understanding behavior
or impact of new connected customers
(71%) (see Figure 3). This trend has grown
since 2014, when 53% of respondents cited
familiarity with this challenge.
LEADERS
STRUGGLE TO
UNDERSTAND
NEW
CONNECTED
CUSTOMER
BEHAVIORS
FIGURE 3.
DIGITAL TRANSFORMATION CHALLENGES
Question: Each of the following describes different types of challenges surrounding digital transformation
initiatives. Please indicate the severity of each challenge as it relates to your digital transformation efforts.
ata reflects responses marked “challenging” and “very challenging.”
9
71%
Understanding
behavior or impact of
a new customer
63%
Changing company
culture to be agile
64%
Resources
67%
Risk management,
compliance, and/or
legal complications
69%
Lack of data or ROI to
justify value of digital
transformations
62%
Lack of digital transformation
budget allocation
10. As more companies evolve, change
agents are asking leaders for more
funding and resources. In turn, they’re
being asked for results projections to
support their requests and roadmaps.
This lack of data or ROI to justify the
value of digital transformation (69%) is
still holding companies back from taking
steps toward digital relevance, a sizable
increase from our 2014 survey wherein
only 34% of respondents cited the lack of
data as a challenge. Although we’re in an
era of Big Data, companies still struggle
to capture, comprehend, and act on
insights available to them. This increasing
gap between the ability to gather data
and actually act on it (or position it in a
compelling way) is affecting the potential
for digital transformation advancement.
Another top challenge facing digital
transformation is the very thing that
governs the course of business: a culture
that is pervasively risk-averse (63%).
Boards, shareholders, and stakeholders
want to make improvements and increase
pro tability but are often unwilling to
examine and change the governance
in place today. According to our
survey respondents, risk management,
compliance, and/or legal implications now
represent the third greatest challenge
at 67%. Yet, together, these are the very
things that can facilitate change while
creating a modern governance framework.
69%
of leaders are challenged
by a lack of data or
ROI to justify digital
transformation
10
11. The path to digital transformation is forged by those who aim to, or by default, blaze new
trails. However, it isn’t always clear early on who should drive or own digital transformation.
ver the years, s, s, I s, and even the newly appointed hief igital f cer
(CDO) have invested in initiatives that serve as the spark to move things forward. But,
they often operate in isolation simply because of the nature of everyday business. That
changes over time as champions of change realize they can make quantum leaps ahead by
partnering with those leading separate efforts.
THE CMO AND CEO CONTINUE TO LEAD
DIGITAL TRANSFORMATION
Who owns digital transformation? According to our survey, digital transformation is largely
led by the CMO (34%). Not far behind, though, is a digitally savvy generation of CEOs
who, at 27%, recognize that it’s time to lead their companies into the 21st century (see
Figure 4). This is a number that we expect to grow in the coming years.
Digital transformation originally gained traction with CIOs, when it was driven by
technology adoption over CX. Today, however, only 19% of CIOs are leading digital
transformation efforts. It’s understandable, as we found in earlier research that digital
transformation is now about people rst and technology second4
.
Interestingly, the newly titled “chief experience of cer” only represents % of leadership
initiatives, gaining no ground since our 2014 study (5%).
Either way, this is a role that will become prominent over time, title aside, as customers will
only continue to evolve. CMOs, CEOs, and CIOs will all assume CX-related responsibilities,
which makes a chief CX role unnecessary.
DIGITAL TRANSFORMATION
LEADERSHIP AND GOVERNANCE
FIGURE 4.
DIGITAL
TRANSFORMATION
LEADERSHIP FROM THE
C-SUITE
Question: Which executive is leading the digital
transformation initiative?
34%
CMO
27%
CEO
19%
CIO/CTO
15%
CDO
5%
CXO
11
12. DIGITAL DEPARTMENTS
ARE MORE COMMON THAN
“CENTERS OF EXCELLENCE”
Steering committees, digital departments, and Centers of
Excellence (CoEs) –– what do they all mean, and how are they
shaping digital transformation? Each, in their own way, is attempting
to tackle the unknown by learning from, experimenting with, and
adapting to new market dynamics.
Cross-functional steering committees are tasked
speci cally with solving for digital transformation at
an enterprise level. Marketing, IT, CX, HR, legal, etc., mix
and unite to carry an impact beyond any one silo. More
than half (53%) of companies have an informal digital
transformation steering committee that includes
representatives from one or more departments. And,
40% of these companies have formally sanctioned
committees as of cial working groups.
These formal workgroups, otherwise known as CoEs,
serve as the executive-sponsored entity to lead digital
initiatives. They typically have four to seven members,
coming primarily from IT (63%), mobile (41%), e-commerce
(40%), the C-suite (38%), and CX teams (38%). Legal is only
included in digital o s % of the time, a gure which will need
to increase over time to help rewrite the balance between risk and
opportunity (see Figure 5).
53%
of companies
have informal
digital transformation
steering comittees
40%
have formalized
committees
12
13. Digital departments are now very
common, with 81% of companies citing
their existence. Yet, only 40% have a
formalized cross-functional workgroup.
These digitally focused groups tend to
employ four to ve full-time employees.
But, as of now, they’re mainly focused
on emerging technologies and their
impact on one group rather than the
entire enterprise. This would imply that
companies are “doing digital” just to
“do digital” without involving multiple
stakeholders and making it a cross-
functional effort. Once this work connects
to other stakeholder groups, digital
transformation accelerates and its effect
becomes more profound in the process.
FIGURE 5.
DIGITAL CENTERS OF EXCELLENCE,
DEPARTMENTAL CONTRIBUTIONS
Question: What departments are represented in the digital center of excellence or digital hub?
Check all that apply.
81%
of companies
have digital
departments
13
28%
Social
30%
Customer
Service
32%
Marketing/
Advertising/Digital
38%
CX
38%
C-suite
40%
E-commerce
41%
Mobile
63%
IT
14. MEASURING DIGITAL TRANSFORMATION SUCCESS
Digital transformation progresses as companies invest in new pilots and initiatives. Experience and maturity also develop
as companies build an infrastructure upon modernized governance, operations, and digital education/training to support
change across the organization. Companies that mature do so by measuring advancement while making the case for next
steps. This requires evolving beyond legacy metrics and KPIs to more effectively align with trailblazing business objectives.
long the way, de ning what success looks like in each step and in the long-term, tracking toward these goals, and ultimately
communicating headway and learnings become a best-practice of the most advanced companies.
COMPANIES TIE DIGITAL TRANSFORMATION TO LEGACY
METRICS VS. NEW OPERATIONAL KPIS
When approaching digital transformation, many companies turn to traditional metrics to help validate the success of new
investments. Although this helps frame them within existing business paradigms, strategists must still rethink metrics to
chart future development in new channels, experiences, content, and devices. In the early stages of digital transformation
maturity, survey respondents revealed the six most important metrics that organizations can actually measure around digital
transformation right now are (see Figure 6).
FIGURE 6.
DIGITAL
TRANSFORMATION
SUCCESS TIED TO
MEASURING CUSTOMER
SATISFACTION
Question: hat are the ve most
important metrics your organization can
actually measure today related to digital
transformation?
26%
Revenue 25%
Content
Analytics
(Paid, Ownerd, Earned)
28%
Customer
Satisfaction
(NPS, CSAT)
27%
Web traffic
14
25%
Customer
Experience
27%
Productivity
15. Existing KPIs help validate early work
in digital transformation. But often,
measurement efforts are focused
on measuring isolated efforts
within each department/function.
For example, only 22% of those
surveyed cited having a content
strategy in place that addresses
customer needs at all journey stages,
but content analytics are in the top
ve most important metrics measured.
There is a disconnect between strategy
and measurement in digital transformation
efforts. In this instance, content is one of
the most important engagement tools in
every moment of truth, before, during, and
after transactions.
As companies mature, silos preventing an
integrated customer experience begin to
crumble as key stakeholder groups connect
across departments. This drives the development
of new measurement frameworks to align with digital
transformation roadmaps. We found in our Six Stages of
Digital Transformation research that over time, as the roadmap
becomes substantiated, gaps in measurement are identi ed
and an analytics inventory is audited. This clearly marks the
transition from maturity Stage 3 (Formalized) to Stage 4
(Strategic) when examining analytics as part of an overarching
digital transformation. During Stage 4 and beyond, new
outcomes and KPIs are generated to track inter-departmental
roadmap collaboration, integrated customer experiences, and
top-level business performance indicators. These may include
ustomer ifetime alue ( ), revenue creation, pro tability,
and increased market valuation, among others.
22%
have a content strategy
that addresses customer
needs throughout
their journey
15
16. DIGITALLY TRANSFORMING
COMPANIES EARN BUSINESS
ROI AND INFLUENCE CULTURE
Digital Darwinism favors those companies that invest in change.
Every executive and senior leader we interviewed since 2013
vehemently believes that digital transformation has no nal
destination on its horizon. The point of the journey is driving
incremental change to help their company progress along the
six stages.
Digital transformation isn’t easy though. Its true evolution
takes time and resources, with bene ts delivered in the long-
term. This, to some, can represent deliberate moves away
from delivering against quarterly returns. That’s the paradox
of investing in digital transformation; it gives returns to those
who treat it as a long-term investment versus those who expect
immediate impact.
According to our research, returns earned directly as a result
of digital transformation efforts are more than validating and
promising (see Figure 7). Companies are realizing types of ROI
any C-suite and board can appreciate: increased market share
(41%) and increased customer revenue (30%). Additionally,
the I of digital transformation is reflected in employee
morale. As the saying goes, “Happy employees equal happy
customers.” In that regard, 37% of respondents stated that
second to increased market share, employee engagement was
the next big return.
FIGURE 7.
TOP BENEFITS WITNESSED FROM
DIGITAL TRANSFORMATION EFFORTS
Question: hat bene ts have you already witnessed from your digital
transformation work?
41%
Increased
market share
Increased
customer
engagement
in digital
channels
37%
Positively
impacted
employee
morale
37%
Greater
volume of
web and/
or mobile
traffic
32%
Increased
customer
revenue
30%
16
17. In our Six Stages of Digital Transformation maturity model, we note that the sixth stage
reflects a state of innovation and agility. ompanies that explore innovation do so at
varying extents, but they all share a common goal of expanding the company’s market
perspective by exploring what digital customers want, how new technologies change
behaviors and expectations, and what latest technologies need to be tracked. In their
own way, companies seek to track emerging technology and trends, as well as gain new
expertise and talent. More advanced companies also aim to partner with startups and
startup ecosystems to innovate outside of its day-to-day operational culture.
COMPANIES PRIORITIZE INNOVATION AS
DIGITAL TRANSFORMATION EFFORTS MATURE
While CX was initially the primary catalyst for digital transformation, innovation, agility, and
the pursuit of digital relevance are the new factors driving companies along the maturity
model. For executives and senior leadership, the need to accelerate innovation (81%) was
at the top of the digital transformation agenda. Right behind it was the need to modernize
the IT infrastructure with increased agility, flexibility, management, and security (80%). nd,
the third priority for enterprise transformation is improving operational agility to more
rapidly adapt to change (79%).
Through these priorities, businesses are developing a roadmap that helps them compete
for the present while building a next-generation business model to compete for the future.
This work is organized into six pillars that form the foundation for the six maturity stages
(see Figure 8).
FUTURE TRENDS AND EVOLUTION
OF DIGITAL TRANSFORMATION
17
18. FIGURE 8.
DIGITAL TRANSFORMATION REQUIRES MULTIDISCIPLINARY INVOLVEMENT
GOVERNANACE AND
LEADERSHIP
An infrastructure that is driven by
leadership philosophies that determine
the fate of business evolution
DATA AND
ANALYTICS
How a company tracks data, measures
initiatives, extracts insights, and
introduces them into the organization
TECHNOLOGY
INTEGRATION
Implementing technology
that unites groups,
functions, and processes to
support a holistic CX
PEOPLE AND
OPERATIONS
Who is involved in
DIgital Transformation,
the roles they play,
the responsibilites and
accountabilities they carry,
and how a company enacts
change and manages
transformation, including its
roles, processes, systems,
and supporting models
DIGITAL LITERACY
Ways in which new expertise is
introduced into the organizations
CUSTOMER EXPERIENCE
The processes and strategies aimed at
improving touchpoints along the entire
customer journey
18
19. PROGRESSIVE COMPANIES INVEST IN
INNOVATION CENTERS AND TEAMS
Innovation is often limited when teams are not empowered to operate outside of their
day-to-day work. In our 2014 and 2016 surveys, we learned that 63% of leaders believed
changing company culture was a top challenge facing digital transformation. As a result,
more progressive companies are exploring innovation outside of the proverbial box.
To accelerate innovation, 46% of those surveyed stated that their company has launched
a formal “innovation center” to understand and test new technologies and develop new
solutions/services. Another 35% have formally tasked an innovation team to lead efforts.
e nd that more companies have digital departments than o s, but with innovation
departments and centers, its flip-flopped. This is likely because digital is more formalized
within companies than innovation, which is why in our maturity framework we found very
few companies at stage 6, “Innovative and Adaptive.”
This work opens the door to “future proo ng.” ore advanced companies combat
disruption and expand innovation efforts by partnering with startups, investors,
entrepreneurs, and universities to learn, invest, and acquire new technologies and
expertise. In 2015 and 2016, Altimeter and CapGemini Consulting published two reports
on the rise of innovation centers.5
In the most recent edition, we found that the key
objectives for these new innovation centers are:
51%
of companies partner
with the startup
ecosystem
28%
of companies focus
on product innovation
and/or concept
development
13%
of companies
hope to enhance
CX as a result of
their innovation
center
19
20. Digital transformation is as much a technology story as it is one about how people lead change inside and outside the company. The
human factor is pervasive in each of our reports on the subject. It’s really the driving force behind evolution and revolution in business.
In our 2014 report, pushing forward against existing “culture” was the top challenge facing digital transformation. In 2016,
understanding connected consumer behavior tops the list. oth reflect the human side of change. The same evolution in customer
behavior, expectations, and values are driving evolution among employees and their aspirations.
As a whole, digital transformation is young, and businesses are still learning where and how to change. But even in its early stages,
progressive companies are already seeing bene ts in how they compete and how they measure success.
The reality is that companies in every industry are facing similar challenges and looking at customer behavior and competitive pressure,
not just technology, as the source of drive and direction. Those making progress along the six stages of digital transformation are
investing in these best practices:
CONCLUSION
Study and map the digital customer experience.
Also, study and map the mobile customer journey.
Invest in ongoing customer research to better understand digital/mobile behaviors.
Develop a digital transformation roadmap.
Update/Innovate customer-facing technology in digital AND mobile.
Drive strategies that engage and guide customers seamlessly through digital, mobile, and
real-world journeys.
Improve processes/operations that expedite changes.
Build an agile, integrated, and scalable technology infrastructure.
Executives appoint someone to lead and pave the way for digital initiatives (budget, resources,
culture), as well as manage expectations among shareholders, stakeholders, and the board.
Form a working team to drive initiatives, coordinate activities/resources, and be accountable.
Establish new metrics that measure progress and track new outcomes.
DCX:
MOBILE:
RESEARCH:
ROADMAP:
TOUCHPOINTS:
OMNI-CHANNEL:
PROCESSES:
IT:
LEADERSHIP:
TASKFORCE:
METRICS:
20
21. BRIAN SOLIS
Brian Solis (@briansolis) is a digital analyst, anthropologist, and also a futurist. Brian
studies the effects of disruptive technology on business and society. More so, he
humanizes these impacts to help people see people differently and understand
what to do about it. He is an award-winning author and avid keynote speaker who
is globally recognized as one of the most prominent thought leaders in digital
transformation and innovation.
Brian has authored several best-selling books, including What’s the Future of
Business (WTF), The End of Business as Usual, and Engage!. His latest book, X,
explores the intersection of where business mee ts design to create engaging and
meaningful experiences.
JAIMY SZYMANSKI
Jaimy Szymanski (@jaimy_marie) is an industry analyst, focusing on how
organizations adapt their digital strategies and core business models to serve
the new “connected customer.” She has authored multiple research reports and
artifacts on the topics of digital transformation, the collaborative economy, the
autonomous world, consumer mobile, customer experience, and the Internet of
Things. Jaimy provides independent research and advisory services to companies
in varied industries that are affected by emerging technologies.
ABOUT THE
AUTHORS
21
22. OPEN RESEARCH This independent research report was 100% funded by Altimeter, a Prophet Company. This
report is published under the principle of Open Research and is intended to advance the
industry at no cost. This report is intended for you to read, utilize, and share with others; if
you do so, please provide attribution to Altimeter, a Prophet Company.
For this report, Altimeter, a Prophet Company worked with Phronesis Partners to conduct
a survey of 8 uali ed digital transformation strategists and executives leading change
within their companies. Respondents were from companies in varied industries, with more
than 250 employees, in the United States, Canada, United Kingdom, France, and Germany.
Over the past three years, Altimeter has also conducted a series of executive interviews
that informed this research, among other reports. We interviewed digital strategists and
executives at organizations undergoing digital transformation efforts about their journey in
adapting to the new digital customer experience.
ECOSYSTEM INPUT
PERMISSIONS The Creative Commons License is Attribution-Noncommercial ShareAlike 3.0 United States,
which can be found at https://creativecommons.org/licenses/by-nc-sa/3.0/us/.
DISCLAIMER
ALTHOUGH THE INFORMATION AND DATA USED IN THIS REPORT HAVE BEEN PRODUCED AND
PROCESSED FROM SOURCES BELIEVED TO BE RELIABLE, NO WARRANTY EXPRESSED OR IMPLIED
IS MADE REGARDING THE COMPLETENESS, ACCURACY, ADEQUACY, OR USE OF THE INFORMATION.
THE AUTHORS AND CONTRIBUTORS OF THE INFORMATION AND DATA SHALL HAVE NO LIABILITY FOR
ERRORS OR OMISSIONS CONTAINED HEREIN OR FOR INTERPRETATIONS THEREOF. REFERENCE HEREIN
TO ANY SPECIFIC PRODUCT OR VENDOR BY TRADE NAME, TRADEMARK, OR OTHERWISE DOES NOT
CONSTITUTE OR IMPLY ITS ENDORSEMENT, RECOMMENDATION, OR FAVORING BY THE AUTHORS OR
CONTRIBUTORS AND SHALL NOT BE USED FOR ADVERTISING OR PRODUCT ENDORSEMENT PURPOSES.
THE OPINIONS EXPRESSED HEREIN ARE SUBJECT TO CHANGE WITHOUT NOTICE
22
23. ltimeter, a rophet ompany, is a research and strategy consulting rm that helps companies
understand and take advantage of digital disruption. In 2015, Prophet acquired Altimeter
Group to bring forward-thinking digital research and strategy consulting together under one
umbrella and to help clients unlock the power of digital transformation. Altimeter, founded in
2008 by best-selling author Charlene Li, focuses on research in digital transformation, social
business and governance, customer experience, Big Data, and content strategy.
Altimeter, a Prophet Company
One Bush Street, 7th Floor
San Francisco, CA 94104
info@altimetergroup.com
www.altimetergroup.com
@altimetergroup
415-363-0004
ABOUT
ALTIMETER GROUP
HOW TO
WORK WITH US
Altimeter research is applied and brought to life in our client engagements. We help
organizations understand and take advantage of digital disruption. There are several ways
Altimeter can help you with your business initiatives:
Strategy Consulting. Altimeter creates strategies and plans to help companies act on business
and technology trends, including ethical and strategic data use and communications. Our team
of analysts and consultants work with global organizations on needs assessments, strategy
roadmaps, and pragmatic recommendations to address a range of strategic challenges and
opportunities.
Education and Workshops. Engage an Altimeter speaker to help make the business case to
executives or arm practitioners with new knowledge and skills.
Advisory. Retain Altimeter for ongoing research-based advisory: Conduct an ad-hoc session to
address an immediate challenge or gain deeper access to research and strategy counsel.
To learn more about Altimeter’s offerings, contact info@altimetergroup.com.
23
24. While researching digital transformation over the past three years, we’ve uncovered many common characteristics that companies exhibit
while growing through the stages of digital transformation maturity. Many of these commonalities were apparent in the results of our 2016
State of Digital Transformation survey data as well, and overlapping themes emerged. Examining these best practices amongst innovative
leaders resulted in a new framework recently published by Altimeter: the Eight Success Factors of Digital Transformation: How Businesses
Are Taking an O.P.P.O.S.I.T.E. Approach to Business as Usual.
As mentioned earlier, OPPOSITE is an acronym that offers companies a step-by-step approach to digital transformation. It stands for:
Orientation, People, Processes, Objectives, Structure, Insights & Intent, Technology, Execution.
The framework offers insights and new understanding of technology, data and the digital customer. By following the OPPOSITE approach,
digital transformation becomes identi able, approachable, and attainable for organizations. The IT framework is available for
download here (http://bit.ly/the-opposite).
Here’s an overview of the eight best practices of emergent leaders and the work they’re doing to evolve businesses in a digital economy:
Orientation: Establish a new perspective to drive meaningful change.
People: Understand customer values, expectations, and behaviors.
Processes: Assess operational infrastructure and update (or revamp) technologies, processes, and policies to support change.
Objectives: e ne the purpose of digital transformation, aligning stakeholders (and shareholders) around the new vision
and roadmap.
Structure: orm a dedicated digital experience team with roles/responsibilities/objectives/accountability clearly de ned.
Insights & Intent: Gather data and apply insights toward strategy to guide digital evolution.
Technology: Re-evaluate front- and back-end systems for a seamless, integrated, and native customer (and, ultimately,
employee) experience.
Execution: Implement, learn, and adapt to steer ongoing digital transformation and customer experience work.
APPENDIX: THE PATH TO DIGITAL TRANSFORMATION
TAKES AN O.P.P.O.S.I.T.E. APPROACH
24
25. This framework serves as a guide for change agents, like
you, to drive digital transformation. When combined with
this report, OPPOSITE guides and informs the development
of your digital transformation roadmap. It metaphorically
visualizes your work as a stack, building upward toward
change one stage at a time. Use it to steer your work in
shaping the DCX and the supporting infrastructure. Through
your efforts, the organization becomes not only technology-
savvy but more so people-centric. The company will become
agile and sets the stage for innovation.
This is true transformation, not just about digital. It’s in the
ongoing pursuit that makes change less about stages and
more about vision, purpose, and resolve. It’s time for a new
paradigm for business leadership, relevance, and prosperity.
1
Solis, Brian, Szymanski, Jaimy, and Lieb, Rebecca. The 2014 State of Digital
Transformation. Altimeter Group. 2014 (http://www.altimetergroup.com/2014/07/
the-2014-state-of-digital-transformation/).
2
Solis, Brian and Szymanski, Jaimy. The Six Stages of Digital Transformation Maturity. Altimeter, a
Prophet Company. 2016 (http://www2.prophet.com/l/69102/2016-02-08/3ksgvl).
3
Google, Think with Google. “Micro-Moments.” (https://www.thinkwithgoogle.com/collections/
micromoments.html).
4
Solis, Brian, Li, Charlene, and Szymanski, Jaimy. Digital Transformation: Why and How Companies
Are Investing in New Business Models to Lead Digital Customer Experiences. Altimeter Group.
2014 (http://www.altimetergroup.com/2014/04/new-research-understanding-the-digital-customer-
experience-drives-investment-in-digital-transformation/).
5
CapGemini and Altimeter Group. The Innovation Game and The Rise of Innovation Empires. 2015-
2016 (https://www.capgemini-consulting.com/the-innovation-game).
ENDNOTES
25