TechEvent Digital Business Transformation Journey-a_pragmaticapproach
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The document discusses digital business transformation and provides tools and approaches for organizations undergoing this process. It outlines areas to consider like processes, culture, products and data. Tools include using a digital checkup, trend radar and idea factory to develop strategies, identify innovations and optimize processes. The key is having a customer focus, digital mindset, end-to-end thinking and full leadership support to adapt the organization as customer expectations change in a digital world.
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TechEvent Digital Business Transformation Journey-a_pragmaticapproach
- 1. BASEL BERN BRUGG DĂSSELDORF FRANKFURT A.M. FREIBURG I.BR. GENF HAMBURG KOPENHAGEN LAUSANNE MĂNCHEN STUTTGART WIEN ZĂRICH Digital Business Transformation Journey - a pragmatic approach Hans Gyllensten â Senior Consultant
- 2. 20091975
- 3. 20091975 1989 Worlds 1rst DSLR 1989
- 4. 20091975 1989 Worlds 1st DSLR 2008 Patent ended 2007
- 5. 20091975 1989 Worlds 1st DSLR 2008 Patent ended 2007 2012
- 6. 6 Understanding the Trends - Masters and Victims Move with innovation and trend, don't let pride cloud your judgement.
- 7. Angela Ahrendts â Burberry 7 Started as CEO in 2006 The company had become âLegacyâ Aging iconic brand in crisis Competitors far ahead No working strategy and culture -> Die or change ! Transformed the sinking wooden ship in to a modern high tech luxary speed boat
- 8. 8 Burberry â From aged British Icon to loved by Millennials! Vision & Strategy â Reinvented themselves in 2006 â Reach Millennials â Dully Digital End2End â Create unique intimate culture 2012 - Most followed luxury brand on social media (15 M followers) - streamed live from runway Customer: - Build feeling of intimacy, trust - From passive targets to dynamic networks
- 9. 26.09.2018 Digitale Transformation9 Creating Company Culture
- 10. Customers expectations 10 IMMEDIATELY PERSONAL ALWAYS EVERYTHING EVERYWHERE CHEAP Customer Experience Customers from passive targets to dynamic networks
- 11. Transformation Enablers & Disablers 11 ï§ Sense of urgency ï§ C-Level mandate & Focus ï§ Digital thinkers ï§ Courage ï§ Culture of Innovation ï§ Business â IT alignment ï§ Critical Skills ï§ Ignorance ï§ Regulatory requirements ï§ Cannibalization ï§ Resources ï§ Time ï§ The winner takes it all ï§ Blame culture ï§ Technocratic approach ï§ Bureaucratic Culture ï§ Actionism ï§ IT landscape chaos ï§ Org. Silos
- 12. 12 Everything that can be automated, Will be automated. Everything that can be digitalized, Will be digitalized. Everything that can be connected, Will be connected. Digital Darwinism â Karl-Heinz Land
- 13. Digital Business Transformation â a journey 13 If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea. - Antoine De Saint-ExupĂ©ry Partner on the journey
- 14. A zoo of partners on the journey 14
- 15. Areas to consider on the Journey 15 Processes & Organization Culture , Vision & Leadership IT & Business Architecture Products & Services Data, Info & Knowledge SecurityTechnology
- 16. Tools on the Journey 16 What's my current position and how do I mature ? Identify and understand relevant trends Position strategically to take advantage of opportunities Develop creative ideas and solutions validate and experiment ideas and solutions Agile implementation of ideas Continuous optimization and evolution
- 17. Customers 17
- 18. 18 Checkup Areas â People and Culture â Governance and Leadership â Innovation â Capacity and Capability â Technology 5 Maturity levels
- 21. 21 Trend radar â custom made ï§ Trends and Megatrend ? ï§ Which new technologies are relevant ? ï§ Market development? ï§ New requirements?
- 22. 22 Source: 20-Minuten April 8th 2018 Trend radar â example: Car dealer Ford & Alibaba China, Canton Sales machine
- 23. Bezeichnung PrĂ€sentation23 26.09.2018 Car buying may move online more rapidly than many other categories 2018 â buyer behavior âą 49% start online âą 25 % are potential online buyers âą Digital natives expects omnichannel episodes Most trusted channels âą 44 % social network âą 30 % online reviews âą 26 % car dealers Trend radar â example: Car dealer The Millennials: Live Digital Speak Social
- 24. 24 Trend radar - Outcome
- 25. 25 Strategy ï§ Do we need a digital strategy in addition to the corporate strategy? If so are they in line? ï§ Compass for decisions ï§ Are the strategic objectives supported by operational projects? Try to formulate the strategy so that it is: Understandable and motivating for the employees and customers
- 26. 26 Idea Factory - Innovation What ï§ Activate untapped potential ï§ Develop fresh ideas ï§ Promote Creativity ï§ Create Experiences
- 27. 27 Idea Factory - Innovation Design Thinking Promote CreativitySpace for new ideas
- 28. 28 Idea Factory - Optimization Why ï§ We all wishes, to be innovative, but in reality there are âhome workâ to sort out. ï§ Often 50% of the operational costs are caused by a few crucial end-to-end business processes. How? ï§ We form interdisciplinary teams that can overcome process boundaries and silos to identify the processes with the greatest potential - value analysis Result ï§ Prioritized action plans
- 29. 29 Incubator ï§ Try out quickly in small teams ï§ Show fast visible results ï§ Validate commercial market potential ï§ Minimize risk (of a bad investment) - Fail fast ï§ Help to take action and rethink
- 30. 30 Projects ï§ Agile ï§ IT-Projects / Organizational Projects ï§ Heterogeneous Competences ï§ End to end delivery
- 31. 31 Operations âDigital Excellencyâ ï§ For digitally mature companies at the fore front ï§ Stay ahead of your competitors ï§ âTurns the hunted into a hunterâ How ï§ Continuously adapting and utilizing: - Digital Check up - Digital Trend Radar - Digital Strategy
- 32. Digital Business Transformation - what matters in the end... Digitale Business Transformation32 26.09.2018 ï§ Customer focus ï§ Omni Channel focus ï§ Customers from passive targets to dynamic networks ï§ Vision & Digital Mindset - the DNA of the company culture ï§ Need to listen to and use â «Digital Natives» ï§ Digital end2end thinking ï§ Organizational ability and willingness to adapt and innovate ï§ Comprehensively addressing knowledge management ï§ Which organization and processes do we need (not what we have)? ï§ Full C-level Support ï§ Sponsoring, Engagement and responsibility
Hinweis der Redaktion
- See digital transformation as a chance and your friend â because it will come anyway You must see this presenetation in «play mode»
- Steve Sasson National Medal of Technology and Innovation at a 2009 White House ceremony Steve started I 1973 at kodak and in 2 years the first prototype of a digital camera was created in 1975 by Steve Sasson, an engineer working for ⊠Kodak. The camera was as big as a toaster, - 1975!! 50 millseconds to take an image 23 seconds to save it, had low quality Steve made it possible to view the pictures (100*100 Pixel) developed equipment to view the picture on a TV set Steve said that in the future this would make it possible to send pictures over the telephone line!! had massive disruptive potential. âThis was more than just a cameraâ âIt was a photographic system to demonstrate the idea of an all-electronic camera that didnât use film, use paper, or chemistry and no consumables at all in the capturing and display of still photographic images.â His bosses were unimpressed. âThey were convinced that no one would ever want to look at their pictures on a television set,â Sasson told The New York Times .  1977 â Patent Sasson tried to convince them that, while the image quality wasnât great at the moment, that would improve rapidly.
- - 1.2 Mega Pixel - image compression - Memory card 1989 - Sasson was told they âcouldâ sell the camera, but that they wouldnât, for fear it would cannibalize film sales. At the time, Kodak made money off of every step of the photography business. Why give that up? it did not fully embrace digital photography until it was too late. Kodak did make money off of the digital camera patent â in fact billions of dollars â until the patent ran out in 2007. Though Kodak did eventually market both professional and consumer cameras, But by the time the company embraced digital, it was too late.
- Kodak Park â R&D office blow up
- Kodak Park bankrupt 2012 Kodak founded 1888 in Rochester -> 124 years history came to a cruel end
- All fantastic companies Some understood the trend and adapted in time Companies with different business models fight each other â those who was born in the internet and those who were mature in their business model when internet came Some companies âapple & Burberry has survived so far (by adapting) and their business model and products
- Opposite history â even older than Kodak Angela Ahrendts entered a sinking ship named «Burberry» in 2006 â that year Burberry had itâs 150 year aniversary (established in 1856) She undestood and could interprete where the trend was going years before Burberries competitors
- Burberry reinvented themselves starting 2006. From being a company with great problems they went online very early, Customer purchase history, suggestions for there interest Strengthen the bond between the brand and the customers They have succeeded with modern techniques to achieve that the customers is a part of the brand and that they feel unique They started with personalization service, Reach the millenials!! Customers from passive targets to dynamic networks Fokus Create a uniquie digital customer experience to feel privileged and special Company Digital End2End Digital mindset & culture Angela Surrounded herself with young digitally savvy staff, Many IT people but few IT «Digital Natives» 2012: 15 million follower facebook and the most liked brand on social media More people go in and buy on the online store than all shops around the world combined When you walk in to Burberry you should walk in to the web site Before: Physical World , Speak English New: Digital World, Speak Social E- commerds? No it is much more. To any CEO â You have to create a social enterprise today You have to be totally connected to anyone who touches your brand 2006: https://www.youtube.com/watch?v=Oj68gnJO3FA Reorg: Marketing: - what positions do we need if we want to reach Millenials and talk to them? Hired a social media director
- Embedded Video! Trust Culture Feeling, See and feel the Energy https://www.youtube.com/watch?v=tQQ1XgdfQN0&feature=youtu.be
- Give a screen to a small child they will start to klick on it⊠Expectation of the child, played with the mobile, ipad and expects the old TV to behave with touch
- Governance â nobody wants to buy it so I decided to leave it out (maybe importantï). Agile Culture (e.g. co-located, BizDevOps) Actionism â no thought through Invest time â you will never have the time, you have to take the time --- The winner takes it all Culture â Custumer centric Put yourself in the customer situation what do they want? Fullfil the customer dream What makes the customer feel special? Create a relationship with the customer
- Es wird passieren â Ed Embrace the new possibilities See digitalization as a chance and your friend â because it will come anyway Partnership in focus
- Digital mindset
- Some partners tend to simplify the task and focus on one topics e.g. only culture, only technologyâŠ
- You have to have crew with different skills & background on the journey Areas to Address Culture / Leadership Organization Technik Culture & Identity Willingness to change Vision & agility Leadership & Full C-level support and responibility Innovation and failure Transparancy Alignment Biz-IT (Co located) Process & Organization Adaptable Structures Support the New Bus Models IT & Business Architecture Capabilities Building Blocks Enterprise Architecture Data, Info & Knowledge Real time decisions Intelligent processes Manamge Data - Master Data Management Integration Data Quality Security System security Data protection Privacy Technology AI, Blockchain IoT, Cloud, MicroSerives ContainerâŠ
- Do not see it as a process but Tools https://m.trivadis.com/digitalisierung
- Do not see it as a process but Tools https://m.trivadis.com/digitalisierung
- ~ 120 Attributes / Properties / Statements that identify the organization Maturity levels Provides information: What is a digitally transformed company? where do we stand on the way there? how far it is to next level -> actions How efficiently can we handle our business today? Do we use our potential? Are culture and structures suitable for success? Do we have the critical skills and do we know them at all? Do we operate efficient data & information management? Do we use flexible architectural styles and operating models? Do we manage our business and IT in a "multimodal" way? Governance and leadership People and capability Capacities and skills Innovation Technology
- systemativally
- Provides information: What is a digitally transformed company? where to stand on the way there and how far it is Do we use our potential? How mature are we today and what are our next action to develop? Are culture and structures suitable for future ? Do we have the critical skills and do we know them at all? Do we operate efficient data & information management? How efficiently can we handle our business today? Vergabe von Reifegraden⊠Pro Themengebiet wĂ€hrend der Diskussion zu jedem Themengebiet Dann Zusammenfassung der Ratings fĂŒr die Themengebiete zu einem abschlieĂenden Rating. (Mittelwert oder manuell)
- Bild pa bilautomat Bild pa disruption car dealer What drives 50 procent in internet What is hype; what is relevant for my business? What impact do trends & megatrend have on my business? What are my competitors doing and who are they? How will my market develop? Which regulatory requirements do we have to face? Which (new) technologies are available? Where is technology today and where is it going? Are the rules changing? What do our customers expect?
- http://www.20min.ch/motor/news/story/Autos-13792678 According to Ford customers can order there via app a model and drive this for three days trial. Afterwards it can be returned or bought. The test drive is free if the riders have a good rating in China's controversial social score system Social Credits. Otherwise, a fee will be charged.
- Among survey respondents, 44% of buyers follow recommendations they get in their private environment. Another 30% rely on online product reviews and test sites, which continue to gain influence, increase information transparency and simplify comparisons across brands. Dealers placed third, with only 26% of buyers calling them their most trusted channel. 2007 â Block Buster still 80% retail!! In 18 Months the share price dropped 86%
- What is hype; what is relevant for my business? What impact do trends & megatrend have on my business? What are my competitors doing and who are they? How will my market develop? Which regulatory requirements do we have to face? Which (new) technologies are available? Where is technology today and where is it going? Are the rules changing? What do our customers expect?
- WHY WHAT HOW Example: Meier & Tobler, Veolia Haben wie eine Vision und ist diese zeitgemĂ€ss? Do you have a vision and is it valid for the future? Do we need a digital strategy in addition to the corporate strategy? Are the strategic objectives supported by operational projects? Are the strategic objectives designed for innovation and risk management? Brauchen wir eine Digitale Strategie neben der Unternehmensstrategie? Was unterscheidet eine digitale Strategie von einer herkömmlichen? Benötigen wir noch Bereichsstrategien? Haben wir eine Plan? Werden die strategischen Ziele von operativen Vorhaben gestĂŒtzt? Packen wir die richtigen Dinge an? Sind die strategischen Zielsetzungen auf Innovation & Risikomanagement ausgelegt?
- What: Our idea factory empowers the customers to activate untapped potential and to develop fresh ideas. The result is a collection (backlog) of ideas for further processing and testing, for example in the "Digital Incubator". As: We promote the creativity of the participants and create experiences. We use existing knowledge in the company and activate untapped potential. We work with mixed teams, enriched with external specialists and input providers. We create spaces (temporal, physical and mental) for fresh ideas outside the company. We work with best practices and methods to promote creativity. We use experienced moderators, business developers and subject matter experts.
- What: Our idea factory empowers the customers to activate untapped potential and to develop fresh ideas. The result is a collection (backlog) of ideas for further processing and testing, for example in the "Digital Incubator". As: We promote the creativity of the participants and create experiences. We use existing knowledge in the company and activate untapped potential. We work with mixed teams, enriched with external specialists and input providers. We create spaces (temporal, physical and mental) for fresh ideas outside the company. We work with best practices and methods to promote creativity. We use experienced moderators, business developers and subject matter experts.
- We pursue a holistic approach based on value creation and identify the processes with the greatest potential (value added analysis) We form interdisciplinary teams that can overcome process boundaries and silos and create physical, temporal and mental spaces for optimization ideas We mediate between business and technology We use proven agile practices and creative methods to uncover potential We provide convincing optimization suggestions including prioritization, ranking, breakdown and scorecard Wir verfolgen einen holistischen Ansatz, der auf der Wertschöpfung basiert und die Prozesse mit gröĂtem Potenzial identifiziert (Wertschöpfungsanalyse) Wir bilden interdisziplinĂ€re Teams, die Prozessgrenzen und Silos ĂŒberwinden können und schaffen physische, zeitliche und mentale RĂ€ume fĂŒr Optimierungsideen Wir vermitteln zwischen Business und Technologie Wir setzen bewĂ€hrte agile Praktiken und Kreativmethoden fĂŒr die Aufdeckung von Potenzialen ein Wir sorgen fĂŒr ĂŒberzeugende OptimierungsvorschlĂ€ge inkl. Priorisierung, Ranking, Breakdown und Scorecard Bei allen WĂŒnschen, innovativ zu sein habe ich trotzdem Baustellen. Deren Bearbeitung treibt meine Transformation ohne Disruption â Ich brauche schnelle Ergebnisse Die HĂ€lfte der operativen Kosten werden oft von wenigen End-to-End-Prozessen verursacht. Diese sind zugleich meist entscheidend fĂŒr eine nachhaltige Kundenzufriedenheit Optimiere ich diese Prozesse, komme ich schnell zu ersten Digitalisierungsprojekten With all wishes, to be innovative I still have construction sites. Their editing drives my transformation without disruption " I need fast results Half of the operational costs are often caused by a few end-to-end processes. At the same time, these are usually crucial for sustainable customer satisfaction If I optimize these processes, I can quickly get to the first digitization projects How We pursue a holistic approach based on value creation and identify the processes with the greatest potential (value analysis) We form interdisciplinary teams that can overcome process boundaries and silos and create physical, temporal and mental spaces for optimization ideas We mediate between business and technology We use proven agile practices and creative methods to uncover potential We provide convincing optimization suggestions including prioritization, ranking, breakdown and scorecard Wir verfolgen einen holistischen Ansatz, der auf der Wertschöpfung basiert und die Prozesse mit gröĂtem Potenzial identifiziert (Wertschöpfungsanalyse) Wir bilden interdisziplinĂ€re Teams, die Prozessgrenzen und Silos ĂŒberwinden können und schaffen physische, zeitliche und mentale RĂ€ume fĂŒr Optimierungsideen Wir vermitteln zwischen Business und Technologie Wir setzen bewĂ€hrte agile Praktiken und Kreativmethoden fĂŒr die Aufdeckung von Potenzialen ein Wir sorgen fĂŒr ĂŒberzeugende OptimierungsvorschlĂ€ge inkl. Priorisierung, Ranking, Breakdown und Scorecard Consultation with the following results Structure: reworked value creation chain based on optimization potential Prioritization, ranking, breakdown and scorecard of all optimization potentials with cost, value, complexity, risk assessment Project portfolio and roadmap Input for Digital Incubator, Digital Projects and Strategy Development
- Qualify prioritized idea Validate commercial market potential Received early customer feedback Learn fast Minimize risk (of a bad investment) Companies to take action and rethink Accelerate project start Show fast visible results Priorisierte Idee qualifizieren Kommerzielles Marktpotential validieren FrĂŒhes Kundenfeedback erhalten Schnell lernen Risiko (einer Fehlinvestition) minimieren Unternehmen zum handeln und umdenken bringen Projektstart beschleunigen Schnelle sichtbare Erfolge vorweisen
- Qualify prioritized idea Validate commercial market potential Received early customer feedback Learn fast Minimize risk (of a bad investment) Companies to take action and rethink Accelerate project start Show fast visible results Priorisierte Idee qualifizieren Kommerzielles Marktpotential validieren FrĂŒhes Kundenfeedback erhalten Schnell lernen Risiko (einer Fehlinvestition) minimieren Unternehmen zum handeln und umdenken bringen Projektstart beschleunigen Schnelle sichtbare Erfolge vorweisen
- We are guides to help you thtrogh the Digitale Business Transformation multichannel -> omnichannel angelehnt an IBM Approach understand what client needs -> understand what client likes (preferences) Character company centric -> customer centric transact -> interact Focus services consistency on all channels -> context related analytics = assistance SoR -> SoD -> SoI Mindset = Denkweise oder MentalitÀt Können Sie mit Ihren derzeitigen Mitarbeitern wirklich diesen Weg gehen?