Digital Experience & Transformation

Follow the Decision

Build Data Trust

Information Security Officer – 7-Eleven

Data Protection Officer – Research Now

Rick Nietubicz

Course Objectives

• Understand how Information Technology is changing the business

• Understand the complexities of IT

• Understand the challenges of managing IT

• Discover ways to use technology

• Understand the language of IT

Course Topics

• Introduction to Technology

• Cloud Technology

• How to Measure Anything

• Data Privacy & Security

• Internet of Things

• AI and Automation

• Block Chain

• Social Media

• Gaming

Business and Technology

Executives recognize that spending on IT involves decisions that influence how an organization functions and how the company competes.

Challenges of the IT Organization

• How does it fit in organization?

• What is its role?

• What is its purpose?

• How does it operate?

How does IT Fit in the Organization?

Departments have internal and external focus

Customer Facing

• Interface with Client

• Sales

• Client Support

Product & Service Development

• Develop and produce goods and services

• Manufacturing

• Service Development

Delivery

• Delivers and installs goods and services

• Consulting

• Product Support

Administrative

• Supports the organization

• Accounting

• Marketing

Information Technology Purpose

Business utilizes Information Technology Resources for:

• Process Automation

• Communications

• Information Management

• Media and Entertainment

• Education and Training

• Security

Miller’s Law

1. You cannot fix what you cannot see.

2. The first and overriding task of managers and executives is to assure that their subordinates are doing their job.

3. No more important effort can be undertaken by a manager than finding and discovering the 2, 3 or 4 critical tasks in their function.

4. If a manager or executive has to work more than 55 hours per week, the likelihood is extremely high that the executive (or manager) is violating Miller’s Law #2 by doing most everyone else’s job except his/her own and almost assuredly has failed Miller’s law #3.

5. To be effective as a manager, you must be able to state with thoroughness, accuracy, simplicity and clarity what each of your subordinate’s job is and is not (the “is not” is often as important, or more important than the “is”) as well as what the critical tasks are that they must be willing and able to perform to be fully effective.

6. What manager’s do not take on as their tasks is as important or more important as what they do take on.

Function of the Executive

Individual Needs Organization Needs

• Common Purpose Why individuals cooperate?

• MotivationWhy individuals act?

• Effective & EfficientHow well individuals act?

• Communication Develop and maintain a system of communication

• ServicesPromote the securing of the personal services that constitute the material of organizations

• PurposeFormulate and define the purposes, objectives, ends, of the organization

A cooperative system is a complex of physical, biological, personal, and social components which are in a specific systematic relationship by reason of the cooperation of two or more persons for at least one definite end

Process Fundamentals

• There is both operational and process responsibilities, measurements & improvement aspects

• Deming Approach – Plan-Do-Check-Act• Definition (Plan) – Define each process

• Operational (Do) – Record operational logs, reports, & forms

• Management Review (Check) – Management reviews output

• Expected Results (Act) – document process improvement and corrective actions based on expected results

Process

Management Review

Co

rrective Actio

n

Op

eration

al Reco

rds

Processes take input and generate valued output

Input Output

Core Techniques

• You cannot fix what you cannot see.• What is the sentiments of the organization• You need to understand the products, services and jobs

performed by your organization• You need to understand how the products and services

are used by your customers• Organizations must have a purpose that everyone

understands and can apply to their work• Decisions should be communicated in a way that

establishes clear guidelines and process for the organization to follow

• Work performed by the organization should be measured

Partnership SegmentActivities

Resources

Value Proposition

Customer Relationship

Channels

Cost Structure Revenue

• Strategic• Coopetition• Joint Venture• Supplier

• Mass Market• Niche Market• Segmented• Diversified• Multi-sided

• Unique• Performance• Customization• Fit• Design• Brand• Price• Cost• Risk• Accessibility• Usability

• Awareness• Evaluation• Purchase• Delivery• After Sales

• Assistance• Self-Service• Communities• Co-Creation

• Physical• Intellectual• Human• Financial• Culture

• Production• Decision &

Problem Solving

• Infrastructure

• Asset Sale• Usage Fee• Subscription

• Lending / Lease• Licensing• Ownership

• Cost driven• Value driven

• Fixed cost• Variable cost

Balanced Scorecard

Vision → Objectives → Measures → Targets → Initiatives

Finance Funds

• Investments

• Assets

• Liabilities

• Debt / Solvency

• Cash Liquidity

Revenue

• Sales / Growth

• Value Margin

• Pricing Strategy

• Recurring vs. one-

time

Cost

• Fixed vs. Variable

• Direct vs. Indirect

• Recurring

• Support

Risk

• Rate of Return

• Resource allocation

• Lease vs. own

Customer Market

• Size / Growth

• Horizontal vs. Vertical

• Segmentation

• Brand / Loyalty

• Value Proposition

Competition

• Number of

competitors

• Value Proposition

• Sales / % of Market

• Growth

Client

• Customer Intimacy

• % of Revenue

• % of wallet

• % of solution

• Demand drivers

• Price elasticity

Partner

• Vendor vs. Partner

• Number of

Participants

• Cost of Switching

• % of total supply

Produce & Service

• Product Leadership

• % of Solution

• Market Position

(Cost, Value,

Innovative)

Process Operations

• Capacity

• Project vs. assembly

vs. customized

• Skill required

• Standardization

Logistics

• % bought vs.

produced

• Just-in-Time

• Single Site vs.

Multiple Site

Distribution

• Channel

• Localized vs. Global

• Client Delivery

• Client Use

• How many steps in

distribution?

Marketing & Sales

• Product Information

• Client Buy Process

• Where does client get

information?

• Ease of purchase

• Who decides

purchase?

Product Lifecycle

• Development

• Support

• Useful life

• Innovation

Growth &

Learning

Human Resources

• Skills

• Culture

• Organizational

• Hiring & Turnover

• Training

Information & Knowledge

• Information Sharing

• Quality

• Consistent Definitions

• Knowledge Base

Automation

• Efficiency

• Repeatability vs. craft

• Integrated vs.

Componentized

• Localized or Remote

Strategy & Planning

• Central vs. distributed

• Integrated vs.

Segmented

• Subjective vs.

Objective

Value Chain Analysis Framework

Primary

Activities

Support

Activities

Firm Infrastructure

Human resource management

Technology Development

Procurement

Management, Finance, Legal,

Planning

Professional development, Employee relations, Performance

appraisals, Recruiting, Competitive wages, Training programs

Integrated supply chain system, Real-time sales

information

Real-time inventory, Communication with suppliers,

Purchase supplies and materials

Inbound

Logistics

Operations Outbound

Logistics

Marketing &

Sales

After

Sales

Service

› Real-time inbound

inventory data

› Location of

distribution facilities

› Trucks

› Material Handling

› Warehouse

› Standardized

model

› Access to real-

time sales &

inventory system

› Order processing

› Full delivery

trucks

› Pricing

› Communication

› Promotion

› Product based on

community needs

› Low prices

› Delivery

› Installation

› Repair

› Greeters

› Customer

service focus

Decision CycleObjective Mechanism

Ownership(Board-of-Directors)

• Oversee Results• Strategic Direction• Oversight• Compliance

• Resolutions• Audit• Enterprise Risk Management

Executive • Establish Organization Purpose• Ensure Cooperation• Align with Business• Establish Priorities

• Goals• Policies• Decision Rights

Management • Define Work• Ensure Organization Efficiencies and

Effectiveness• Establish Control• Enforce Priorities• Allocate Resources

• Services• Procedures• Roles• Projects

Supervisor • Manage Work• Assign Resources• Monitor and Review

• Work Flow• Work Review• Project Plans

Staff(Knowledge Worker)

• Execute Tasks• Maintain Records

• Attitude• Knowledge – Tacit & Explicit

• Operational Records

© Copyright R.A. Nietubicz 2012-2017

How Work is Organized

Structure

Platform

Product

Program

Project

Process

Parcel

Utilization

Visionary

Effective

Efficient

Control

Agility

Sustainability

Consistency

Accountability

Repeatability

© Copyright R.A. Nietubicz 2012-2017

Who are you connecting• Profile & Purchases (incl. PII Protection)

• Loyalty & RewardsConsumers• Storage and Delivery

• Confidential DataClients• Shared & Appended Information

• ProcessesPartners

• Product and InventorySuppliers• Access to Company Systems

• Contact InformationVendors

• Payroll / Health Employees

• Financial and Operational Information (Across All Systems)Business

Regions

• Americas• EMEA• APACSources

• Profile• Inquiry & Responses• Informational• Data AppendsDelivery

• Mobile• Online• Multi-DeviceSystems• Financial• Operational• HR• eMailCross-Functional Alignment• CRM• Tech• Sales• Client Services• HR• Legal

Digital Model

• Supplier – Produce products and services that are sold through other enterprises

• Omnichannel – Integrated value chain for life events

• Modular Producer – Plug and play products

• Ecosystem Driver – Platform for marketplace

omnichannelEcosystem

Driver

SupplierModular Producer

Digital Transformation Process

Interactions

Content

Product & Services

Support

MetricsMarketing

Sales

Mobile

Website

Social

Connection

Digital

Transformation

Digital Experience Objectives

Product & Services Access TrustBuild trust between

Customers – Business

Customers – Customers

ConnectionHow can you improve loyalty.

InformationWhat do you know about your

customers.

InterfaceTaylor the experience

Educate about your business. Create better ways for customers

to contact you

Marketers are turning to listening platforms

“Survey research and traditional qualitative research

will be displaced by new ways of listening to

consumers and engaging them in a relationship with

the brand.” (Joan M. Lewis, Global Consumer & Market Knowledge Officer, Procter & Gamble)

“We’re shifting away from questioning and towards

listening - blogs, online brand tracking etc. all are

pushing us towards qualitative research.” (Ray Poynter, The

Future Place Blog)

Behavioural data may encompass many sources

What respondents say they do

Sites visited

Purchasing behaviour

Search terms used

VOD & TV viewed

Ad/content exposure

Purchase journey

The future potential is a holistic data set

• Respondent profile and segmentation data• Survey responses for attitudinal • Social media activity - posting, blogging, tweeting linked to panel data• Actual behaviour online and offline (visits and purchases)

BehaviouralAttitudinal

Intentions Demographics

Customer Behavior

Customer Control

Value Chain Analysis Framework

Primary

Activities

Support

Activities

Firm Infrastructure

Human resource management

Technology Development

Procurement

Management, Finance, Legal,

Planning

Professional development, Employee relations, Performance

appraisals, Recruiting, Competitive wages, Training programs

Integrated supply chain system, Real-time sales information

Real-time inventory, Communication with suppliers, Purchase

supplies and materials

Inbound

Logistics

Operations Outbound

Logistics

Marketing &

SalesAfter Sales

Service

› Real-time inbound

inventory data

› Location of

distribution facilities

› Trucks

› Material Handling

› Warehouse

› Standardized

model

› Access to real-

time sales &

inventory system

› Order processing

› Full delivery

trucks

› Pricing

› Communication

› Promotion

› Product based on

community needs

› Low prices

› Delivery

› Installation

› Repair

› Greeters

› Customer

service focus

Attitude, Intention, Demographics, Behavior

Content and choices control

Customer

Activities

6 Questions to Drive Digital Business Model

1. What is the digital threat and opportunity?

2. Which business model is best for your enterprise’s future?

3. What is your digital competitive advantage?

4. How will you connect using mobile and IOT?

5. Do you have the crucial capabilities to reinvent the enterprise?

6. Do you have the leadership to make the transformation happen?