This document discusses the role of the Chief Digital Officer (CDO) and digital transformation. It argues that the CDO plays a key role in bridging business and technology by focusing on emerging business models and cultural practices, not just technology. The CDO helps lead digital transformation by focusing on the customer experience and working in a partnership between business and IT. The document also discusses how digital disruption requires new, more agile and responsive organizational DNA that prioritizes experimentation, networks, and empowering people over rigid hierarchies and control. It emphasizes that successful digital transformation requires changes to both people and processes, not just technology.

1. OF DIGITAL TRANSFORMATION
THE HOLY TRINITY
JEROEN DERYNCK - DUVAL UNION CONSULTING - DIGITAL TRANSFORMATION

2. HI, MY NAME IS JEROEN DERYNCK
I BRING DIGITAL TO
THE CORE OF
YOUR ENTERPRISE
@THETHINKINGAPE

3. WHAT I DO
“BEING A CDO IS WHAT A GOOD CIO
SHOULD ALWAYS HAVE BEEN DOING,
PUTTING TOGETHER BUSINESS AND
TECHNOLOGY IN A WAY THAT HELPS
BUSINESS TAKE A LEAP FORWARD”
SEAN CORNWELL | CDO OF TRAVELEX

4. WHY DO COMPANIES NEED CHIEF DIGITAL OFFICERS IN THE FIRST PLACE?

5. BECAUSE DIGITAL
DISRUPTION IS MORE
THAN A TECHNOLOGY
SHIFT, IT’S NEW
BUSINESS MODELS. THE
FOCUS SHOULD NOT
(ONLY) BE ON EMERGING
TECHNOLOGY BUT ON
EMERGING CULTURAL
PRACTICES

6. THE REALIGNMENT OF, OR NEW INVESTMENT
IN, TECHNOLOGY AND BUSINESS MODELS TO
MORE EFFECTIVELY ENGAGE DIGITAL
CUSTOMERS AT EVERY TOUCHPOINT IN THE
CUSTOMER EXPERIENCE LIFECYCLE…
WHAT EXACTLY IS DIGITAL TRANSFORMATION?
@BRIANSOLIS

7. THE OLD WAY OF DOING IT
CEO
VISION
CMO
MARKET
CIO
TECHNOLOGY
C00
PEOPLE

8. FUELED BY RELENTLESS
TECHNOLOGICAL INNOVATION,
ACCELERATED CONNECTIVITY CREATES
AN EVER INCREASING RATE OF CHANGE
AS THE PACE OF CHANGE
ACCELERATES, THE
CHALLENGES WE FACE ARE
BECOMING LESS AND LESS
PREDICTABLE. THE PRACTICES
THAT WERE SO SUCCESSFUL
IN THE PAST ARE COUNTER-
PRODUCTIVE IN LESS
PREDICTABLE ENVIRONMENTS

9. “IF YOU CAN'T UNDERSTAND THE NEW WORLD OF
DIGITAL, FIRE YOURSELF. BUILD AN EXECUTIVE TEAM
THAT IS DIGITAL-FIRST. MAKE SURE THERE IS A
TECHIE ON THE BOARD OF DIRECTORS. IF THE BOARD
HAS A LOW DIGITAL IQ, THE COMPANY WILL HAVE A
LOW DIGITAL IQ”
George Colony
CEO Forrester Research

10. TO GET SOME GLORY
IT TAKES BALLS

11. WHERE THE CDO STEPS IN
CEO
VISION
CMO
MARKET
CIO
TECHNOLOGY
C00
PEOPLE
PARTNERSHIPSBUSINESS MODELS EXPERIMENTATIONTRANSFORMATION
THE DIGITAL LEADERSHIP ZONE

12. RESPONSIVE ORGANISATIONS
IN THE DIGITAL ARENA, YOU NEED

13. THE HOLY TRINITY
PEOPLE
PROCESS TECHNOLOGY
1

14. RESPONSIVE ORGANISATIONS HAVE A COMPLETELY DIFFERENT DNA
PROFIT
HIERARCHIES
CONTROLLING
PLANNING
PRIVACY
PROBLEMS
NETWORKS
EMPOWERING
EXPERIMENTATION
TRANSPARENCY

15. IT’S HARD TO KEEP UP
WHEN YOUR
ORGANISATION IS
SUFFERING FROM
DIGITAL DARWINISM

16. FROM MINIMUM VIABLE PRODUCT TO MINIMUM VIABLE TRANSFORMATION
“IF IT TAKES YOU YEARS TO CREATE A BAD-
LOOKING, OUTDATED APPLICATION WHILE
STARTUPS ADAPT TO […] MARKET NEEDS
IN A MATTER OF WEEKS OR MONTHS, YOU
CAN GUESS WHO WILL WIN THIS RACE”
digitaltransformationbook.com

17. BETTER BE PREPARED TO GET A SMACK IN THE FACE

18. AGILITY HAS BECOME THE NEW NORMAL
30 innovations
per day
4 innovations
per year
1 innovation
per couple of years
office

19. Build garages
Participate in garages
Buy garages
TODAY, ROME IS BEING BUILT…. IN A GARAGE

20. MAKER CULTURE

21. THE HOLY TRINITY
PEOPLE
PROCESS TECHNOLOGY
2

22. MEDIA & PRINT
FROM ANALOGUE TO DIGITAL

23. DIFFERENT TYPES OF INNOVATION
THE FACTORY THE GUESTHOUSE THE GARAGE
INCREMENTAL
INNOVATION
CHANGE
PROJECTS
DISRUPTIVE
INNOVATION

24. ALL ENTERPRISES
WILL BE
TECHNOLOGY
COMPANIES BY 2020
TRUTH OR DARE?

25. SOFTWARE IS EATING THE WORLD
INVESTMENT
FRENZY
THE APP ECONOMY IS NOW
BIGGER THAN HOLLYWOOD

26. ALL I WANT FOR CHRISTMAS IS A UNICORN

27. APPIFICATION

28. WHAT MAKES STARTUPS SUCCESSFUL
DISINTERMEDIATION
USER EXPERIENCE
SPEED
PRICE
MOBILE
DATA
TRUST

29. CORPORATES MAY QUACK LIKE A STARTUP

30. WHY BIG BUSINESS FAILS AT INNOVATION
OBSERVING QUESTIONING NETWORKING EXPERIMENTING ASSOCIATING
INNOVATORS’ DNA

31. WHAT AIRBNB,
UBER, AMAZON,
ALIBABA, …
HAVE IN COMMON
NETWORK ORCHESTRATORS
IN THE SHARING ECONOMY

32. FIND THE INCUMBENT
10
HYPER
DISRUPTIVE
BUSINESS
MODELS
SUBSCRIPTION
MODEL
FREEMIUM
MODEL
FREE
MODEL
MARKET
PLACE
ACCESS OVER
OWNERSHIP
HYPER MARKETEXPERIENCE
THE
PYRAMID
ON
DEMAND
THE
ECOSYSTEM
HELLOFRESH DROPBOX
FACEBOOK
ALIBABA
ZIPCAR
ZALANDOTESLA
AMAZON
UBER
APPLE

33. APIS FUEL THE
SOFTWARE THAT’S
EATING THE WORLD

34. THE WAY TO GAIN COMPETITIVE ADVANTAGE

35. DATA IS AN ASSET
CUSTOMER BEHAVIOR
NETWORK EFFECT
OPEN PLATFORM
THE PROGRAMMABLE ENTERPRISE

36. CLOUD ECOSYSTEMPLATFORM CONNECTORSCLOUD
ELASTICITY IS THE NEW PLAYBOOK

37. RADICAL ADJACENCIES
M A R K E T P L A C E
PAY M E N T S
T R A N S P O RTAT I O N
D I S T R I BU T I O N
C O M M U N I C AT I O N S
E C O M M E R C E
M U S I C & T V
N E W S & M E D I A
A D V E RT I S I N G

38. TECHNOLOGY ON ITSELF IS NOT THE ANSWER
SO HOW ABOUT
VIRTUAL
REALITY?
WHAT CAN WE
DO WITH
BEACONS?
SHOULDN’T WE
INVEST IN
DRONES?
DON’T WE
NEED A MOBILE
APP?

39. YOU’VE GOT TO START WITH THE
CUSTOMER EXPERIENCE AND WORK
BACK TOWARD TECHNOLOGY - NOT
THE OTHER WAY AROUND

40. GOOD IS GOOD ENOUGH
TO
minimum
viable
product
CORPORATES DISRUPTORS
FROM
maximum
validated
product

41. APPETITE FOR RISK
WHAT CORPORATES CAN LEARN FROM STARTUPS

42. THE HOLY TRINITY
PEOPLE
PROCESS TECHNOLOGY
3

43. THE SERVICES INDUSTRY
ONBOARD PEOPLE THAT UNDERSTAND TECHNOLOGY

44. IF IT AIN’T BROKE…

45. SCALABILITY
WHAT STARTUPS CAN LEARN FROM CORPORATES

46. IF WE DON’T CREATE THE
THING THAT KILLS FACEBOOK,
SOMEONE ELSE WILL
facebook’s little red book

47. WHAT IS KEEPING YOU FROM TRANSFORMING?
THE
QUICK
SHALL
INHERIT
THE
EARTH
Fast is better than slow.
While slow is adding unnecessary
embellishments, fast is out in the world.
And that means fast can learn from
experience while slow can only
theorize.
Those who ship quickly can improve
quickly.
So fast doesn’t just win the race. It gets
a head start for the next one.

48. THE SUM IS GREATER THAN THE PARTS
3
2
1 NO BALLS, NO GLORY
RUMBLE IN THE JUNGLE
SAY HI TO THE API

49. THANK YOU
DIGITAL TRANSFORMATION
DIGITAL STRATEGY
CDO AS A SERVICE
THE CORPORATE BOOTCAMP
WWW.DUVALUNIONCONSULTING.COM