digital transformation masterclass june 2016
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Managing Digital Transformation
Masterclass June 2016
jo.caudron@duvalunion.com / @jcaudron / +32 475 43 80 98
Hi, I’m Jo Caudron Active in digital since 1993
Internet entrepreneur involved in 20+ start-ups.
Founding Partner of
Are you an active social media user?
Do you embrace new technology?
Do you get your kicks from new business models?
Who are you?
@jcaudron
A story about Transformation
Sold in 40 countries!
@jcaudron
• we are a digital and innovative marketing consulting company
• founded in 2009 as Dearmedia, now the nucleus of the Duval Union ecosystem
• we work for large European clients
• we have a strong vision on the impact of digital and act accordingly
• we are advisors, writers, coaches and entrepreneurs
Long term strategy
Short term strategy
Fixing the basics
@jcaudron
Digital Transformation is a complex and never-ending
journey
TRANSFORMATION STRATEGY
ROADMAP
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
• INSPIRATION • IMPACT ANALYSIS • IDEATION
• TRANSFORMATION VISION
• MISSION • STRATEGIC MODELS
• TRANSFORMATION ROADMAP
PEOPLE
PROCESS
PLATFORM
TRANSFORMATION STRATEGY
TRENDWATCHING
STRATEGY
• TREND HUB • START-UP DATABASE • QUALITATIVE STORIES
• DIGITAL AGENDA
PLANNING
• ASSESSMENT • CONTAINMENT • DEVELOPMENT
DIGITAL LEADERSHIP• TEAM SCOPING & DEFINITION • CDO SCOPING & REQUIREMENTS • ASSISTANCE IN RECRUITMENT
INSTALL DIGITAL OFFICE• CDO AS A SERVICE • RUN DIGITAL OFFICE AD INTERIM • STAFF DIGITAL OFFICE AD INTERIM
RUN DIGITAL OFFICE Capabilities & Leadership
Solutions
Customer Engagement
Solutions• SOCIAL STRATEGY & POLICY • TRAINING COACHING • CONTENT MARKETING PRINCIPLES
DEFINE CHANNELS
• SOCIAL CHANNEL SET-UP • CONTENT MARKETING SET-UP • AMBASSADORSHIP SET-UP
BUILD CHANNELS
• SOCIAL MNGR AS A SERVICE • CONTENT MNGR AS A SERVICE • STAFF SOCIAL TEAM AD INTERIM • STAFF CONTENT TEAM AD INTERIM
RUN CHANNELS
Service, Product &
Platform Design• STRATEGIC REQUIREMENTS • FUNCTIONAL REQUIREMENTS • SERVICE DESIGN • RFP PREPARATION
DIGITAL• PARTNER/VENDOR SELECTION • DEVELOPMENT COACHING &
GUIDANCE
PARTNERS• PROJECT MANAGEMENT • PROGRAM MANAGEMENT
PROJECTS & PROGRAMS
OPERATIONDEPLOYMENT
Business Guidance
• BUSINESS MODEL DEFINITION • START-UP BOOTCAMPS
BUSINESS• INCUBATION • INVESTMENT • VTC
KICK-OFF START-UP• START-UP COACHING • BOARD ADVISORY • RUN VTC
RUN START-UP
THE BORING VERSION
Part 1 Setting the stage, about Digital Transformation
TRANSFORMATION STRATEGY
ROADMAP
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
Digital disruption is real. Expect a smack in the face…
who is your…
100.000jobs in banking got lost in 2015, because of
digital disruption (Antony Jenkins, the former CEO of Barclays)
Where did the money go?
@jcaudron
Disruption
Modeling
Transformation
You have a choice
@jcaudron
Disruption
Modeling
Transformation
You have a choice
Fear
Insight
Direction
1995+MusicPhotographyVideo Rental…
2010+Print MediaTVTravelHR…
2015+RetailHealthcareAutomotiveEducationTelcoFoodFMCGBanking/Insurance…
2020All Safe havens will be subject to digital disruption…
WAVES OF DISRUPTION
@jcaudron
What can we learn?
@jcaudron
What can we learn?
Digital Disruption is a story of…
%
This is NOT our story
YOU THEM
We are COMPLIANT! We are a TRUSTED partner!
We have DECADES of experience! We are on SOCIAL MEDIA!
THIS is our story: the substantial minority
YOU THEM
We are COMPLIANT! We are a TRUSTED partner!
We have DECADES of experience! We are on SOCIAL MEDIA!
But your app sucks
I want experience
Uhh..ok
Cheaper AND better service?
Hey this solves my problem!
I don’t want to wait a week
The Tipping Point
YOU THEM
Part 2 Understanding Digital Disruption
Lack of understanding
creates fear
Putting things in a frame creates insights
• What can we learn?
Glass House
Package
Frog
GatekeeperTraveller
Participant
CyborgTHE WHEEL OF
CHANGE
New experts and our peers decide what matters
People participate,
share and co-create
their future
Technology becomes part of
everything we do
The relationship with the market
changes
New experiences in product, service & packaging
The position in the value chain changes
Mobile gives access to everything, everywhere,
every time
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Media
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
versus
Retail
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Food
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
New experts and our peers decide what matters
People participate,
share and co-create
their future
Technology becomes part of
everything we do
The relationship with the market
changes
New experiences in product, service & packaging
The position in the value chain changes
Mobile gives access to everything, everywhere,
every time
Banking
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Health
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg Auto-motive
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
versus
Publishing
Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Who’s next?
New experts and our peers decide what matters
People participate,
share and co-create
their future
Technology becomes part of
everything we do
The relationship with the market
changes
New experiences in product, service & packaging
The position in the value chain changes
Mobile gives access to everything, everywhere,
every time
Client
Product
Channel
CompetitionPlace
Group
Technology
So, did this scare you or inspire
you?
Part 3 Creating a Digital Transformation Strategy
TRANSFORMATION STRATEGY
ROADMAP
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
• Intake report, not for broad distribution
Step
sD
eliv
erab
les
• 1d client time • SPOC + key people
Spec
s
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
• Roadmap of problems and solutions
• Digital Agenda with high-level architecture consisting of prioritized building blocks
• Programs and projects for transformation
• 2d client time • Concept Group
• High-level business cases for 2-3 selected programs
• 2d client time • Business Group
• Final report
• 0,5d client time • Concept Group
Deskwork Interviews Workshop Day 2 DeskworkWorkshop
Day 1Deskwork Workshop Day 5 DeskworkWorkshop
Day 4Workshop
Day 7 DeskworkWorkshop Day 6
Workshop Day 3 Deskwork Closing
presentation next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
Digital Transformation: 5 steps from Strategy to Execution
1. Start
• Project organization • Deskwork & Research • Intake interviews
• Intake report, not for broad distribution
• 1d client time • SPOC + key people
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
Deskwork Interviews Deskwork
Via desk research and targeted interviews we create the basic strategic and tactical insights to understand the customer, the market, the (digital) challenges and opportunities. The outcome is a detailed interview-document that is not for broad distribution but captures the key insights, fears, opportunities, … as expressed by the people interviewed.
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
Digital Transformation: 5 steps from Strategy to Execution
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
Workshop Day 2 DeskworkWorkshop
Day 1Workshop
Day 3
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
During the first days of the strategy workshops, we work around the 3i principle: Inspiration, Impact, Ideation. The basis for the impact analysis is an extended slide deck with relevant cases of digital disruption in the clients industry. We give dozens of relevant disruptive examples, grouped by our 7 metaphors of disruption.
Digital Transformation: 5 steps from Strategy to Execution
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
Workshop Day 2 DeskworkWorkshop
Day 1Workshop
Day 3
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
Based in the discussion triggered by the examples, we perform an impact analysis that is captured in a scorecard, visually showing the current digital readiness of the company.
Digital Transformation: 5 steps from Strategy to Execution
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
Workshop Day 2 DeskworkWorkshop
Day 1Workshop
Day 3
The third outcome of this phase is a list of possible ideas focussed around the 7 metaphors of disruption. These ideas will be used later to map on the market problems.
Digital Transformation: 5 steps from Strategy to Execution
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
Workshop Day 2 DeskworkWorkshop
Day 1Workshop
Day 3
One part of the exercise is to capture the situation of the company: internal culture, the ability to execute (resources, capabilities, …) and the market situation.
Digital Transformation: 5 steps from Strategy to Execution
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
Workshop Day 2 DeskworkWorkshop
Day 1Workshop
Day 3
The last day in the exercise is used to create a transformation vision and to translate this into a clearly defined transformation strategy. This is done by means of scenario planning, providing a description of 4 possible futures.
Digital Transformation: 5 steps from Strategy to Execution
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Concept
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
Workshop Day 2 DeskworkWorkshop
Day 1Workshop
Day 3
Based on the preferred future (the transformation vision), a transformation mission is defined and translated into strategic models, actions on the level of people, process and platform.
Digital Transformation: 5 steps from Strategy to Execution
• Roadmap of problems and solutions
• Digital Agenda with high-level architecture consisting of prioritized building blocks
• Programs and projects for transformation
• 2d client time • Concept Group
Workshop Day 5 DeskworkWorkshop
Day 4Deskwork
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy 4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
Digital Transformation: 5 steps from Strategy to Execution
Problem Thinking
Innovation, the new way
“Houston, we have a (great) problem”
We are not looking for Great Ideas
We are looking for Great Problems (that need solving)
Great Problems are rooted in strong emotionscaring, comfort, convenience, security, curiosity, greed, love, ego, laziness, belonging, …
Great Problems need Great Solutions
People are not looking for products, services or technology, they are looking for solutions to their problems.
Great Solutions consist of one or more functions
They are facilitated by relevant technology
They are delivered through products or services
Great Solutions have a clear “Currency of Change”
These are the benefits that will drive the adoption of this innovative solutions.
What is the positive change, you bring to the lives of people?
Is it big enough to change peoples preference?
(financial) benefits, speed, convenience, belonging, …
Most current game changers are not based on high-tech.
They are based on a better way to solve a basic problem, using simple and relevant technology, to actually improve peoples lives…
“I have a great idea: let’s build a connected fridge!”
“OK, what problem(s) would that solve?”
Fresh food, safety
Inspiration and help
Convenience (e-shopping)
“What solutions would also solve the problem”?
A connected fridge
Food sensors (as you eat)
A daily personal butler services for groceries
“Products we could build”
Imagine a day at Samsung
Step 1: Define Stakeholders
Step 2: List Problems
Step 3: Prioritize ProblemsStep 4: List Solutions
Step 5: Apply Transformation FunnelStep 6: Write Digital Agenda
Step 7: Detail Key Programs
The Classics The Converted The Digital The Ruptured
(mentally) older generation that will not go digital soon
no longer open to changes brought by digital
they make you stretch the traditional business as long as possible
slowly getting involved with digital and embracing it.
they expect the digital services to be a translation of the traditional services.
most of the digital investments today are focused here, but this is mainly fixing the basics
still knows the old business models and logic, but that is already adopting a new behaviour and new business models and services.
first adopters of entirely new business models (cfr. Netflix, Uber, …). Invest in this too
raised with new concepts, with no recollection of the old models
use a broad variety of business models and technologies
digital natives, the children that grow up with tablets, apps and everything on-demand.
Traditional model Traditional channels
Traditional models Digital channels
New models Digital channels
Everything new
Incumbents (you) Challengers (them)
Mapping the problems
Jobs
Gains
PainsNegative emotions, undesired situations, risks, roadblocks.
Positive emotions, improvements, benefits, desires.
Responsibilities, tasks, to do’s, work
Stakeholders
Value Proposition Canvas
Jobs
Gains
Pains
SolutionsProblems
Gain creators
Pain relievers
Products & Services
Negative emotions, undesired situations, risks, roadblocks.
Positive emotions, improvements, benefits, desires.
Responsibilities, tasks, to do’s, work
Benefits of the solution that make stakeholders prefer it.
Features of the solution that solve the problems of stakeholders.
The solutions to the gains and pains.
The Options - what is ideal?
One solutions solves many problems for multiple
stakeholders
One problem can be solved with many solutions
One problem is solved by a single solution
• Roadmap of problems and solutions
• Digital Agenda with high-level architecture consisting of prioritized building blocks
• Programs and projects for transformation
• 2d client time • Concept Group
Workshop Day 5 DeskworkWorkshop
Day 4Deskwork
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy 4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital AgendaThe first step in the
definition of key market problems
Next we map creative ideas and solutions on each of the key problems. Only ideas with good problems behind will survive
Based on a strategy decision funnel, we then define the key programs for the Digital Agenda. These are both foundation and innovation programs
Digital Transformation: 5 steps from Strategy to Execution
DIGITAL AGENDAU
PGRA
DIN
G F
OU
ND
ATIO
N
xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx
CRM & data driven business
Transformation Office
xxxxx Team (follow channel & product innovation + evolutions in society)
Legislation & lobbying
program
Social Media
Program
Content - MKT - CSR - new players
Internal community inform, inspire,
engage
Ambassadorship
program
Scout partners for
utility
communities
business development
PEO
PLE
- PRO
CESS
- PL
ATFO
RM
Manage external
relationship
ON
TO
P IN
NO
VATI
ON
100% REDUCE xxxxxx
COLLECT xxxxx xxxxxAT SCHOOL
EDUCATE ON xxxx xxxx
XXXX PLUS PROGRAMDifferent XXXX
experiences
Activate real-world communities
TRANSPORT FACILITIES WITH DYNAMIC
DELIVERY (B2B > retail > consumer)
Other packaging formats
MARKETING INTELLIGENCE
GROUP POWER SOCIALIZED XXXX
SMART xxxxx with retailers
IN-STORE WEBSHOPPING
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy 4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next stepsA selection of 2 to 3 concrete
programs are more detailed in a first business case based on the selected modus (corporate case or start-up case). The case is high-level, based on a digital-first setting, and serves as a starting point for further elaboration by the client. When needed, this can be extended in order to dive deeper into specific cases and to define more cases
• High-level business cases for 2-3 selected programs
• 2d client time • Business Group
Workshop Day 7 DeskworkWorkshop
Day 6
Digital Transformation: 5 steps from Strategy to Execution
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
1. Start
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
4. Business Case
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy 4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
• Final report
• 0,5d client time • Concept Group
Closing presentation next steps
Presentation of the management summary to the client key stakeholders. Discussion of the possible next steps in the transformation process.
Digital Transformation: 5 steps from Strategy to Execution
• Intake report, not for broad distribution
Step
sD
eliv
erab
les
• 1d client time • SPOC + key people
Spec
s
• Digital Disruption Inspiration document
• Impact Analysis • Future scenarios +
Transformation Vision • Transformation Strategy:
mission, people, process, platform
• 3d client time • Strategy Group
• Roadmap of problems and solutions
• Digital Agenda with high-level architecture consisting of prioritized building blocks
• Programs and projects for transformation
• 2d client time • Concept Group
• High-level business cases for 2-3 selected programs
• 2d client time • Business Group
• Final report
• 0,5d client time • Concept Group
Deskwork Interviews Workshop Day 2 DeskworkWorkshop
Day 1Deskwork Workshop Day 5 DeskworkWorkshop
Day 4Workshop
Day 7 DeskworkWorkshop Day 6
Workshop Day 3 Deskwork Closing
presentation next steps
1. Assessment
• Project organization • Deskwork & Research • Intake interviews
2. Strategy
• Workshops 1 & 2,Inspiration, Impact & Ideas
• Workshops 3, Scenario Planning + Strategy Development
3. Roadmap
• Workshops 4 & 5, Business Idea Development + Digital Agenda
4. Business Cases
• Workshops 6 & 7, Detailing of selected ideas/projects in business cases
5. Debriefing
• Final session with key stakeholders
• Discussion of possible next steps
Digital Transformation: 5 steps from Strategy to Execution
Part 4 Create Digital Leadership
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
TRANSFORMATION STRATEGY
ROADMAP
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
Your Market Your Company Your Leadership
Digital Leadership Assessment The Age Test
Is this you?
Your Market
Your Company
Your Leadership
Digital Leadership Assessment The Age Test
Guess who’s this
Digital Leadership Assessment The 7x7 Test
Who’s an (active) user?
CEO
Sales Mkt CIO COO HR CFO …
Facebook V X
Twitter X X
LinkedIn V V
Snapchat X X
Youtube V X
Smart-phone V V
Tablet V X
…
Pick 7 (or more) relevant digital
activities
Score your leadership team on active usage/understanding
If a member doesn't score at least 4 out of 7, he’s out.
In Out
If the majority of leadership is out, the company is out
“If you can't understand the new world of digital, fire yourself.
Build an executive team that is digital-first (when problems arise, the first solution is always digital). 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
So, where are you? How digital is your
company?
Digital Leadership
The ideal situation
CEOIdeally your CEO is the digital lead
CIO COO CbsOSalesMkt
The ideal situation
CEOIdeally your CEO is the digital lead
Unfortunately she/he is
probably not.
CIO COO CbsOSalesMkt
Is the CIO the digital lead?
Is the CMO the digital lead?
DIGITAL OFFICE
You need Digital Leadership, on all levels
CIO COO CbsOSalesMkt
CDO
Virtual Digital Leadership Team
Board of Directors
Shareholders
CEO
Vertical focus, based on traditional technology, platforms, processes
Transversal focus, based on business models, agility, change, people, …
Vertical focus, based on channels, media, communication,
marketing, …
DIGITAL OFFICE
You need Digital Leadership, on all levels
CIO COO CbsOSalesMkt
CDO
Virtual Digital Leadership Team
Board of Directors
Shareholders
CEO?
Transversal focus, based on business models, agility, change, people, …
The CDO • general manager with change management
skills • Leadership • P&L-driven • Definition of strategy • Execution of results • Relationship-building and using
influence • Demonstrating cultural sensitivity
• Knowledge of digital business models • Experience with Transformation of products
and technology capabilities (from analog to digital)
• Experience in developing new channels in a fast and agile business way
• A real passion about (deep-)technology • He’s in charge of the digital agenda,
wherever it happens: the Factory, the Guesthouse or the Garage
Sale
s
Mar
ketin
g &
Com
mun
icat
ion
Serv
ice
& Su
ppor
t
HR
(Dig
ital)
Tech
nolo
gy
PR &
Ext
erna
l Com
mun
.
R&D
& E
nter
prise
2.0
Digital Business Models
Are you locked-up in your vertical silo’s or can you create transversal business change?
Sale
s
Mar
ketin
g &
Com
mun
icat
ion
Serv
ice
& Su
ppor
t
HR
Dig
ital T
echn
olog
y
PR &
Ext
erna
l Com
mun
.
R&D
& E
nter
prise
2.0
Meet the CDOs
“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
CEO-CDOs
Atif Rafiq,
CDO of :
Lubomira Rochet,
CDO of :
Tanya Cordrey, CDO of :
Sean Cornwell, CDO of :
Ganesh Bell,
CDO of :
Previously worked in Silicon Valley at several businesses, from
start-ups, to IPO’s, to large businesses.
CMO-CDOs
Dave Truzinski CIO of NII Holdings (wireless service to Latin America).
In 2013, he was given the additional title of Chief Digital Officer.
Richie Etwaru is IMS Health's chief digital officer
“CTOs make companies cool, CIOs make companies efficient”
Charlotte Svensson is currently CDO and CIO at Bonnier News. In previous years, Svensson held the position of strategic coordinating CIO at Bonnier News Sweden
JJ Van Oosten, the Belgian former Tesco CIO, who helped the supermarket chain introduce their mobile platform, is now CDO at the German online retailer REWE Group.
Benoit Fremaux, CIO & CDO of Fnac.
CIO-CDOs
Everyone is claiming this key position…
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
ALIBABA
ZIPCAR
ZALANDOTESLA
AMAZON
UBER
APPLE
Digital Transformation Fleet
?Are you the captain of a rigid
(sinking) ship
Are you the commander in chief of a fleet that changes the world?
(no, this is NOT Captain Iglo, it’s Edward Smith from the Titanic)
FOR
Launchpad
RadarTransformation Board
88
Transformation governance
Transformation governance
CDODigital Office
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital Board MINDSET
MEANSMANDATE
Recu
rren
t_
A
d H
oc
_
Program 1
Program 2
…
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Officer
BE
Sales Mkt Prod Fin HR•
Transformation governance
CDODigital Office
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital Board MINDSET
MEANSMANDATE
Program 1
Program 2
…
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Officer
BE
Sales Mkt Prod Fin HR
CEO & COMEX ‣ Validate the digital
transformation strategy ‣ Approve the longterm means
& mandates ‣ Define longterm decision
cycles ‣ CDO is a member of the
COMEX
Recu
rren
t_
A
d H
oc
_
•
Transformation governance
CDODigital Office
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital Board MINDSET
MEANSMANDATE
Program 1
Program 2
…
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Officer
BE
Sales Mkt Prod Fin HR
Digital board ‣ Headed by the CDO ‣ CEO is DB member ‣ Develop the digital strategy to
be submitted to the COMEX ‣ Validate digital business cases ‣ approve and manage the short
term means & mandates
Recu
rren
t_
A
d H
oc
_
•
Transformation governance
CDODigital Office
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital Board MINDSET
MEANSMANDATE
Program 1
Program 2
…
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Officer
BE
Sales Mkt Prod Fin HR
Digital Office ‣ Headed by a Chief Digital
Officer ‣ Implement the decisions of
the digital board ‣ Organise the digital office
team ‣ Supervise the digital radar
team ‣ Supervise the digital analysts ‣ Supervise the regional or
divisional digital officers
Recu
rren
t_
A
d H
oc
_
•
Transformation governance
CDODigital Office
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital Board MINDSET
MEANSMANDATE
Program 1
Program 2
…
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Officer
BE
Sales Mkt Prod Fin HR
Digital Officers ‣ Run the digital agenda,
launch, manage and evaluate digital business projects (regional or divisional)
Recu
rren
t_
A
d H
oc
_
•
Transformation governance
CDODigital Office
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital Board MINDSET
MEANSMANDATE
Program 1
Program 2
…
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Lead
Digital Officer
BE
Sales Mkt Prod Fin HR
Digital Leads ‣ Digital liaisons for coaching &
expertiseRecu
rren
t_
A
d H
oc
_
•
Success factors of change
Case Courage
MINDSET
MEAN MANDATE
“license to win”
“license to operate” “license to change”
Capital
SCAN Detect market, players & business models
ANALYSEAnalyse, prioritize, select & define cases
VALIDATE Mindset - Means - Mandate + Case approval
PLAN
LAUNCH
MANAGE
EVALUATE
DIGITAL AGENDA
START-UPCORPORATE
CORPORATE
CORPORATE
CORPORATE
“Above the radar” “Below the radar”
DIGITAL OFFICE
DIGITAL BOARD
MVP
MVP
START-UP
START-UP
START-UP
Finding the right people
1 23
5
4
Find the internal gemsRecruit
Acqui-hire
1 23
5
4
Finding the right people
Part 5 From Strategy to Building
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
ROADMAP
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
UPG
RAD
ING
FO
UN
DAT
ION
xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx
CRM & data driven business
Transformation Office
xxxxx Team (follow channel & product innovation + evolutions in society)
Legislation & lobbying
program
Social Media
Program
Content - MKT - CSR - new players
Internal community inform, inspire,
engage
Ambassadorship
program
Scout partners for
utility
communities
business development
PEO
PLE
- PRO
CESS
- PL
ATFO
RM
Manage external
relationship
ON
TO
P IN
NO
VATI
ON
100% REDUCE xxxxxx
COLLECT xxxxx xxxxxAT SCHOOL
EDUCATE ON xxxx xxxx
XXXX PLUS PROGRAMDifferent XXXX
experiences
Activate real-world communities
TRANSPORT FACILITIES WITH DYNAMIC
DELIVERY (B2B > retail > consumer)
Other packaging formats
MARKETING INTELLIGENCE
GROUP POWER SOCIALIZED XXXX
SMART xxxxx with retailers
IN-STORE WEBSHOPPING
Remember this? But we can’t do everything, right?
Program (a solution to a problem)
StrategyVision Mission does it contribute to our own strategy?
does it solve market problems?
is there a business case?
what brand/country can claim it?
OU
T
Internal External
E-XXXXX / ECONOMY
USER CONVENIENCE
XXXXX
XXXXX
who are thestakeholders?
• …
• …
• …• …
UPG
RAD
ING
FO
UN
DAT
ION
xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx
CRM & data driven business
Transformation Office
xxxxx Team (follow channel & product innovation + evolutions in society)
Legislation & lobbying
program
Social Media
Program
Content - MKT - CSR - new players
Internal community inform, inspire,
engage
Ambassadorship
program
Scout partners for
utility
communities
business development
PEO
PLE
- PRO
CESS
- PL
ATFO
RM
Manage external
relationship
ON
TO
P IN
NO
VATI
ON
100% REDUCE xxxxxx
COLLECT xxxxx xxxxxAT SCHOOL
EDUCATE ON xxxx xxxx
XXXX PLUS PROGRAMDifferent XXXX
experiences
Activate real-world communities
TRANSPORT FACILITIES WITH DYNAMIC
DELIVERY (B2B > retail > consumer)
Other packaging formats
MARKETING INTELLIGENCE
GROUP POWER SOCIALIZED XXXX
SMART xxxxx with retailers
IN-STORE WEBSHOPPING
The Digital Agenda is made of Transformation Programs, not IT
projects…
Program “in-store webshopping”
Screen selection UX optimization Back-end integration Store WiFi Transactional security …
vsAll of the above + … Sales strategy (long-tail, special collections, …) Program branding (In-store) marketing Staff training Staff incentive programs, …
StrategyVision Mission
PROGRAM: POS Webscreens
What is the contribution we make to achieving the
transformation strategy?
What is the problem we solve?
Limited shelf-space Unhappy customer
…
Program Description:
Bring Webscreens in our stores
Internal External
What is the timing of the program?3 months 6 months 1 year 2 years 3 yearsNow
Project list: Screen selection UX optimization Back-end integration Store WiFi Transactional security
Sales strategy (long-tail, special collections, …) Program branding (In-store) marketing Staff training Staff incentive programs, …
StrategyVision Mission
POS Webscreens / Screens, UX, back-end
CAPEX OPEX PROJECT OWNER: CIO
What is the timing of the project?
• IT • web-partner • logistics partner • Marketing
• webshop • crm • beacons • front-end technology
3 months 6 months 1 year 2 years 3 years
Stakeholders Involved Technology involved
Now
What is the contribution we make to achieving the
transformation strategy?
What is the problem we solve?
Limited shelf-space Unhappy customer
…
Internal External
StrategyVision Mission
Project
Staff incentives Staff training
Sale
s PRO
JEC
T
Mar
ketin
g &
Com
mun
icat
ion
PRO
JEC
T
Serv
ice
& Su
ppor
t PRO
JEC
T
HR
PRO
JEC
T
(Dig
ital)
Tech
nolo
gy P
ROJE
CT
PR &
Ext
erna
l Com
m. P
ROJE
CT
Just
ano
ther
PRO
JEC
T
A Program
From Silo Projects to Integrated Programs
Sale
s
Mar
ketin
g &
Com
mun
icat
ion
Serv
ice
& Su
ppor
t
HR
A Si
lo P
roje
ct
PR &
Ext
erna
l Com
mun
.
R&D
& E
nter
prise
2.0
Part 6 Running the (new) business
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
ROADMAP
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
SCAN Detect market, players & business models
ANALYSEAnalyse, prioritize, select & define cases
VALIDATE Mindset - Means - Mandate + Case approval
PLAN
LAUNCH
MANAGE
EVALUATE
DIGITAL AGENDA
START-UPCORPORATE
CORPORATE
CORPORATE
CORPORATE
“Above the radar” “Below the radar”
DIGITAL OFFICE
DIGITAL BOARD
MVP
MVP
START-UP
START-UP
START-UP
It’s no longer about digital, it’s about business
Corporate (comm) Strategy
Digital Strategy
Company Strategy
Digital World
From ... ... to
The Business
Digital (at the sideline)
Digital in the core
From ... ... to
The BusinessDigital (at
the sideline)
The Business
Digital (at the sideline)
... to
The BusinessDigital (at
the sideline)
Digital in the core
The Business
Digital (at the sideline)
Digital in the core
Digital in the core
Digital in the core
From ...
You’ll need balance between your
traditional strengths and real innovations
Traditional revenue steamsnew revenue
steams
Create your own Digital Transformation vision and plan1
Create Digital Leadership2
Innovate in the right place(s)3
Build the Transformation Fleet4
Change the culture5Sold in over 30 countries
@jcaudron
1. The customer always decides
@jcaudron
2. All things you do must start from a superior experience
@jcaudron
3. From now on, you are an agile and flexible company
@jcaudron
4. You live in a world of uncertainty
@jcaudron
5. Always play on the offense instead of the defense
@jcaudron
6. Don’t be afraid to cannibalize your own business
@jcaudron
7. Never, ever, disrespect new or small players
Policy Shelter
Never, ever, disrespect new or small players
The customer always decides
All things you do must start from a superior experienceFrom now on, you are an agile and flexible company
You live in a world of uncertainty
Always play on the offense instead of the defense
Don’t be afraid to cannibalize your own business
How far away is this from YOUR reality and way-of-thinking? It will determine your future as a CIO, CDO and even as potential CEO…
TRANSFORMATION STRATEGY
ROADMAP
DIGITAL LEADERSHIP & CAPABILITIES ASSESS
TEAMSTRAIN & COACH
CHANNEL STRATEGY
POLICY & GOVERNANCE
SET-UP AND ROLL-OUT RUN
ROLL-OUT DIGITAL OFFICE
RUN DIGITAL OFFICE
CUSTOMER ENGAGEMENT
CHANNELS
PLATFORM DESIGN
REQUIREMENTSPARTNER
SELECTIONRFP CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP BUSINESS MODEL
PROJECT KICK-OFF
START-UP KICK-OFF (FUNDING, INCUBATION)
RUN PROGRAM/DEVISION/…
RUN START-UP (COACHING,
ADVICE)
START-UP BUSINESS
TRADITIONAL BUSINESS
TRANSFORMATION STRATEGY
IMPACT ANALYSIS NORTH STAR
VISION OF YOUR FUTURE
SCAN MARKET TRENDS & INTERNAL DIGITAL
READINESS
Start with clear Transformation Strategy
Translate into actionable programs
Develop Digital Leadership and install/operate teams. Change culture throughout the
organization.
Build new digital customer engagement channels. Have your staff embrace them.
Define and build/roll-out new functions, services, products, platforms
Create the business (case) and run it where it belongs
Managing Digital Transformation
Masterclass March 2016
jo.caudron@duvalunion.com / @jcaudron / +32 475 43 80 98
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