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Digital Transformation Profile
The document outlines various transformative drivers affecting digital business, including market, business model, and work transformations, urging a shift from traditional methods to agile and customer-centric approaches. It discusses the evolution of technology and processes from rigid systems to adaptive capabilities that enhance customer engagement and operational efficiency. It emphasizes the need for a transformative mindset, focusing on measurable outcomes, innovative practices, and efficient resource allocation to foster business transformation.
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Digital Transformation Profile
- 1. How transformative isyour digital vision? Adapted from Terry White and George Westerman Leading Digital: Turning Technology into Business Transformation.
- 2. The Transformative Drivers •The Transformation of Markets • The Transformation of Business Models • The Transformation of Offering • The Transformation of Work • The Transformation of Velocity • The Transformation of Demand • The Transformation of Finance
- 3. The Transformation ofHumanity Change Unions Nations Tribes Phases of Development Before 1980 Factory and Office Automation Workers From 1990… Robotics, Robo Advisors, Virtual Assistants Sapiens From 2000… AI and Machine Learning, Robots, Digital Cyborgs Homo Deus From Now…
- 4. The Transformation ofMarkets From Regulated To Self Regulating From Brand To Commodity From Regional To micro-Global How customer approximated is your market?
- 5. The Transformation ofBusiness Models From Monolith To Unicorn From Structure To Agile From Rigid To Adaptive How customer centric is your Business Model?
- 6. So, what needsto change? Systems of record supporting your hierarchical organisation with rigid packages that have been customised to be outdated and bloated Systems of engagement that support clients telephonically backed by email and disconnected from your systems of record but sometimes enhanced by excel Adapted from Terry White and Leading Digital. Traditional ?? % 20%? 80%?
- 7. The Transformation ofOffering From we have To want From self serving To customer From generalized To Personalized How customer engaging is your offering?
- 8. We need tomove from inside out, to outside in… Customer and Product (Outside-in) Adapted from Terry White and Leading Digital. • Client Persona • Client want • Product Offer • Service Experience Process & methods
- 9. The Transformation ofWork From Projects To Products From Deliverables To Outcomes From Hierarchy To Flat Is your service focus on the Products your customers want?
- 10. We need toshift to capabilities… Customer and Product (Outside-in) Organisation and Operations (Inside-out) Adapted from Terry White and Leading Digital. People & skills People & skills • Digital Skills • Human Skills • People Profile • Culture of Holacracy
- 11. The Transformation ofVelocity From Years To Weeks From Months To Days From Minutes To Seconds How quickly can you adapt your offering?
- 12. We need fast,reliable and consistent time saving capabilities… Customer and Product (Outside-in) Organisation and Operations (Inside-out) Platform and enabling services Technology & Tools Technology & Tools Technology & Tools Adapted from Terry White and Leading Digital.
- 13. The Transformation ofDemand From Buildings To Bricks From a Trickle To a Torrent From Centralized To Distributed How quickly can you deliver new products?
- 14. What is acapability? People & skills Finance and budget Technology & Tools Process & methods The effective application and orchestration of your available resources
- 15. How much resourceis currently allocated per capability bucket? Customer and Product (Outside-in) Organisation and Operations (Inside-out) Platform and enabling services People & skills Finance and budget Technology & Tools Process & methods People & skills Finance and budget Technology & Tools Process & methods People & skills Finance and budget Technology & Tools Process & methods Are your resources allocated for customer impact?
- 16. The Transformation ofBusiness Computing Phases of Commoditization Transformation Construction Projects Customization Projects Capabilities and Continuous Adaptation Before 1980 Data Processing and Industrial Automation Hardware and Infrastructure From 1980… Information and Communications Technology (ICT) Applications, Packages and Processes From 2000… Digital Business Platforms, Services and People From Now… Adapted from Andy Kyte - Gartner
- 17. How much resourceis currently transformative versus traditional capabilities? Transformative Purpose ~ business imperative ~ strategic intent Transformative Traditional Customer and Product People & skills Finance and budget Technology & Tools Process & methods People & skills Finance and budget Technology & Tools Process & methods Platform and enabling services People & skills Finance and budget Technology & Tools Process & methods People & skills Finance and budget Technology & Tools Process & methods Organisation and Operations People & skills Finance and budget Technology & Tools Process & methods People & skills Finance and budget Technology & Tools Process & methods Adapted from Terry White and Leading Digital. ?? %
- 18. The Transformation ofFinance From Brand To CLV From Budget To Micro Venture From Rigid To Adaptive Are you practicing innovation accounting and continuous budgeting?
- 19. Transformative versus TraditionalCapabilities? Customer and Product Organisation and Operations Platform and enabling services Adapted from Terry White and Leading Digital. Product Innovation Capability Innovation EngineOrg Change Capability ?? % Transformative Traditional
- 20. So, what needsto change? Systems of record supporting organisational processes Systems of engagement supporting clients Adapted from Terry White and Leading Digital. Traditional
- 21. The Transformation ofCapabilities From Blind Spots To Insights From Rip and Replace To Fail Fast From Rigid To Adaptive How quickly can you adapt as a truly agile business?
- 22. Business Transformation Profile… Customerand Product Organisation and Operations Platform and enabling services Adapted from Terry White and Leading Digital. ?? % Traditional Transformative Systems of record supporting organisational processes Systems of engagement supporting clients Product Innovation Capability Innovation EngineOrg Change Capability
- 23. Increasingly transformative resourcecapability per layer Customer and Product Organisation and Operations Platform and enabling servicesTransformative Traditional Adapted from Terry White and Leading Digital. End of life or retire Service traditional cash cows Maintain regulatory compliance or meet SLA’s Business as usual, expand and reduce risk Improve service efficiency or cost effectiveness Game changer / Time to market
- 24. How much resourceis currently transformative versus traditional capabilities? Customer and Product Organisation and Operations Platform and enabling servicesTransformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta Adapted from Terry White and Leading Digital.
- 25. Transformative resource capabilityper bucket per layer? Customer and Product Organisation and Operations Platform and enabling servicesTransformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta Adapted from Terry White and Leading Digital. Sunset Product Retire Process Retire Tool Current Product Value Delivery Current Service Value Delivery Shared Service Value Delivery Product regulatory compliance Service regulatory compliance SLA’s Maintain or fix enabling services Upgrade or derisk Products Upgrade or de-risk Operations Upgrade or de-risk enabling services Improve Product efficiency Improve service effectiveness Improve or enhance enabling strategies and resources Time to market (new products) Game changer (new markets) Enhanced or new business model Product Innovation Capability Innovation EngineOrg Change Capability
- 26. Transformative measures percategory? Customer and Product Organisation and Operations Platform and enabling servicesTransformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta Adapted from Terry White and Leading Digital. Negative Cost to Revenue Negative Cost to Revenue Negative Cost to Revenue Cost to Revenue – Net Profit Margin Benchmark Cost to Revenue Benchmark Cost to Revenue Cost to fix versus ops cost / customer retention cost Reduce or contain cost to serve Reduce or contain cost to enable MVP validation rate Revenue per employee ROI, Fixed-assets / turnover Product validation & failure rates Improved cost to serve Payback CAC, CLV Cash Value Added Cash Value Added
- 27. Customer and Product (40%) Organisation and Operations (25 %) Platform and enabling services (35 %) Transformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta 3 % 5 % 10% 10 % 5 % 9 % 8 % 3 % 2 % 2 % 2 % 1 % Increase platform and enabling services Considering budget cycles and resource planning and allocation how much transformative versus traditional capability is planned in the next 6 months? Substitution, extension, transformation Customer and Product (30 %) Organisation and Operations (40 %) Platform and enabling services (30%) Transformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta 3 % 5 % 10% 10 % 5 % 9 % 8 % 4 % 2 % 2 % 2 % 0 % Adapted from Terry White and Leading Digital. Transformative Attain 10% more customer focus
- 28. Report on measurablebenefit progress per period Adapted from Terry White and Leading Digital. Transformative • Traditional vs Transformative ratio • Customer vs Organisation vs Enabling • % delta Product Innovation capability • % delta Organisational change capability • % delta Innovation Engine • Innovation Index ~ % Product Innovation / Change capability + Innovation Engine • Dissect the above : • Per Product • Per Department • Per Customer segment • By number of people • By Geography Customer and Product (40 %) Organisation and Operations (25 %) Platform and enabling services (35 %) Transformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta 3 % 5 % 10% 10 % 5 % 9 % 8 % 3 % 2 % 2 % 2 % 1 %Product Innovation Capability Innovation EngineOrg Change Capability Period 1 to 2 Customer and Product (40 %) Organisation and Operations (25 %) Platform and enabling services (35 %) Transformative Traditional Legacy sludge Deliver & run Fix & maintain Improve continuously Service & grow Digital Delta 3 % 5 % 10% 10 % 5 % 9 % 8 % 3 % 2 % 2 % 2 % 1 %Product Innovation Capability Innovation EngineOrg Change Capability Period 2 to 3
- 29. Great digital visionsinclude both intent and outcome • Intent is a picture of what needs to change • Outcome is a measurable benefit to the company, its customers, or its employees • IT needs to rethink its operating model in an agile and disruptive environment – Terry White - Ovum George. Leading Digital: Turning Technology into Business Transformation Harvard Business Review Press.
- 30. The Transformative Mindset •Massive Transformative Purpose • The Exponential Organisarion (Salim Ismail) • Adaptive and emergent (Org change capability) • Episodic to Continuous • Strategy, Marketing, Budgeting, Capabilities • Good for now, MVP, lean validation • Culture of Holacracy • Accountability and Self Managed Teams
- 31.