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Digital transformation Koen Gullentops Digital Consultant, Solution architect

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Digital transformation

Koen Gullentops

Digital Consultant, Solution architect

Agenda

• Context

• Challenges we face

• Proposed solution

• Digital governance

Challenges

• 4 divisions with very different go to market strategies and product/solution

offering

• Group is primarily a financial holding. Strategy still very much locally defined

• Reality: digital is part of our B2B, B2C world;

online conversations, dealer locator, installer locator, calculators, visualisation

tools, Building Information Management (BIM) -objects, distributor portals

• Target groups (installers, architects, …) expect:

Product transparency and interaction

Tailored messaging/services

• 100+ companies: very different digital maturity levels

Internal Use

Digital Maturity: As-Is

Digital Maturity

- Marketing Automation

- CRM and ERP Integration

- KPI Metrics - Mobile ready - Product Catalogue - Personalized content - Extranet

- SEO - Traffic related KPI’s - Web presence - Infrastructure - Hosting G

RO

WT

H

TIME

B

A

C

4

6

3

2

Company

1

Company

2

Company

3

Company

x

Company

Y

IT Challenge

How can our central IT services offer added value to individual

companies by providing a digital platform to meet the digital

challenges and raise their individual maturity levels?

Current Situation: do we want to keep

reinventing the wheel ?

CMS 1 CMS 2 CMS 3 CMS 4 CMS 5

Duplicate effort: Find contracting partners and software solution

Installation and hosting Configuration and development

Difficult to interface with back-end systems (SAP,CRM,PIM/DAM)

7

• Deliver better quality websites that meet our business needs,

better than our websites today, and better than (future)

competitive websites; improve the quality of our online

presence regardless of location, language or brand and share

best practices.

• Broaden use of web-based technology (mobiles, tablets,

apps, wizards, E-marketing, etc.); enable greater interaction

between applications (e.g., CRM, PIM, DAM, document

management)

• Maximum budget efficiency; drastically reduce the amount of

duplication of work/time

• Maintain local creativity & empowerment to actively manage

marketing & communication

“Must-do” objectives of a common

internet platform

Common Web Platform

Common Platform

Flexibility

Leverage shared functionality reduce total cost of ownership

9

Glocal = Central platform management with

local flexibility

Common: Hosting, platform maintenance, helpdesk service (24/7),development support,

manuals, training, analytics, expertise

Local webmaster / e-marketer: • Maintain content • Create or change websites based on common building block • Web statistics & KPI monitoring • Internal support

Central Digital team in : 3 FTE 4 FTE • + external resource pool • Manage platform , coordinate development (PM) • Center of expertise + knowledge on back-end integrations (SAP, CRM, PIM/DAM) • Training

Flexible: E-strategy, graphical design, look and feel, content, translation

10

Web Platform: Sitecore CMS

Frontend: Look & feel Building blocks are branded

Common building blocks: Success of project depend on % common building blocks. Now + 70 components.

Integration: link to other applications, integrated processes

Social media Internet Mobile apps Extranet for customers/

partners Web 2 Print

API

What is the Common Web Platform?

Architecture

SAP PIM/DAM [ADAM]

Master data

management

Online marketing

responsible Sales &

marketing

Product

management

Prospects &

customers

Calculators/apps

Print

XI

External

websites

API

Web platform [Sitecore]

• A lot of information on our websites and documents

is not up to date.

• Information is decentralised and not well structured

difficult to find the content.

• A lot of information has to be kept up to date in different files/databases

High level of redundancy

• Increasing amount of channels to share information with customers:

Websites, BIM, brochures, selectors and configurators, apps, e-books, e-

ordering?, …

• A lot of time and effort to produce documents

Basis for Digital presence !

Goal of PIM/DAM is to increase accuracy and efficiency

Why PIM/DAM @ group level?

Challenge: Digital governance model First steps…

• Before 2013 Group didn’t have any Digital governance model in

place

• No central coordination on Group level

• Very limited coordination on division level

• Increasing amount of Digital project (requests)

HIGH DEMAND

• HOWEVER: • No model in place to decide which initiatives should be centrally coordinated

(Division or Group level) ‘first comes, first served’ principal

• Nobody taking up coordination on business side. No clear business owners.

• No clear rules in sharing / distributing investment costs or knowledge

• First divisional initiatives late 2013, begin 2014: • Organization of ‘Digital day’ in 3 divisions Sence of urgency to bridge the GAP with competition

• ‘DIGITAL DAYS’ @ division level • What ?

• Organized by the division

• All Managing Directors + Marketing & Process management was involved

• In collaboration with Capgemini consultants

• Objectives • Increase awareness with everybody involved. Start with the top.

• Draft roadmap of digital initiatives

• How ?

• Competitor benchmark

• Brainstorm on digital initiatives per target group

• Prioritization of initiatives

Challenge: Digital governance model First steps…

Outcome of Digital Day

Digital is seen as a top priority

at local level

… But several competitors clearly have a higher

Digital Maturity

30 Participants from Belgium, France, Germany, Hungary, Spain, Portugal…

4 Working Groups focusing on Target

Customers…

3 Kiosks : current Digital

Initiatives, Benchmark on

competitors and Digital

Transformation

There are Best Practices that could be leveraged…

There is a need for coordination at Division

and Group level

Top priorities were identified

Creation of a Digital Board

Recruitment of a Digital Director

Start PIM DAM project

Prepare Group sales strategy

meeting

… resulting in 12 top

iniatives

The way forward:

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Digital Maturity: approach

• Inventory of current websites + corresponding maturity level

• Estimate of one time investment to reach level B & C

• Estimate roll-out cost based on: • Maturity level • Expertise on local level • Size of company / current website • # languages to support • Divisional approach or not

Ball park figure to make rough roll-out planning

• Final planning made together with Digital Manager of Division • Functional steering committee representing internal stakeholders:

• Start with Business Value Proposal exercise. • To align requirements • Get buy in of every company • Assign priority and create divisional roadmap • Knowledge sharing

• Project mode

Challenges faced with roles & responsibilities

Business owner / coordinator

Functional experts / supplier

=

Local e-marketing specialist [operational expertise]

Make sure digital projects reach business case.

Functional specifications

IT project management Content marketing (SEO)

Roll-out planning / resources

Operational process specialist (sales & marketing)

Expertise in Sitecore / PIM-DAM

Web analytics

Define business case UX architecture Training / support Campaign management

Define KPI’s, best practises

Graphical design Infrastructure Social media

Monitor maturity model

Web analytics

Implementation

LEVEL LOCAL LEVEL DIVISIONAL

LEVEL

External expertise

External Calculator

External App

Internal Calculator

Internal App Digital

Layer

Interface

Layer

Systems of

Record

Customer

BUSINESS Ext.

Provider

External Website

External App

Internal Website

Internal App

SAP CRM

Security

Digital

Layer

Service

Layer

Systems of

Record

Web Front End IT

PIM/DAM

How currently is organized for digital projects

DIGITAL TEAM

SAP TEAM

Digital Services Team

The Digital team is organized as an internal agency. Our aim is to offer

companies the tools and services to realize their digital marketing

strategy and offer end-to-end support in rolling-out these tools.

The digital services team wants to become a Trusted Supplier for Digital

projects in the Group.

• Our services and expertise include;

• User Experience design

• Graphical design

• Web analytics

• Agile implementation with 3 weekly releases

• Infrastructure

• Back-end integration expertise

• IT project management

• Training

Where are we now ?

• 1 of 4 divisions migrated to the Common Web Platform

• Second division is being migrated

• Part of 3 + 4rd division are planned for 2015

By end of 2015 Digital team will service > 50% of Group

• Team:

• 3 FTE in demand, delivery & support (primarily project & account

management)

• 1 functional analist will be hired this year

• +4 FTE in external resource pool

What is next?

• Continue roll-out for the other companies in the Group.

• More focus on integration and combining functionality using Web,

CRM, SAP and PIM/DAM • Custom pricing

• Price sheets

• Personalized brochures

• Calculators

• Extending DAM functionality • Facilitating marketing work flow processes

• Link to Indesign (Printed catalogues)

Questions?