digital transformation and the customer experience

DIGITAL TRANSFORMATION AND THE CUSTOMER EXPERIENCE

OVERCOMING BARRIERS & A FRAMEWORK FOR SUCCESS

INTRODUCTION

WE LIVE IN AN INCREASINGLY COMPLEX WORLD. INFORMATION FLOW IS GROWING AT EXPONENTIAL RATES AND TECHNOLOGY IS BRINGING ABOUT FUNDAMENTAL AND RAPID CHANGES TO OUR SOCIETY.

WITHIN THIS ENVIRONMENT, SMART ORGANIZATIONS ARE REALIZING THAT ADAPTABILITY IS PARAMOUNT AND THAT THERE IS A NEED TO RETHINK THE ENTIRE CORPORATE STRUCTURE. THIS, MORE OFTEN THAN NOT, IS BEING LED BY DIGITAL TRANSFORMATION.

A LOT OF ORGANIZATIONS ARE MAKING SOLID HEADWAY IN ADAPTING TO THE INFLUENCE OF DIGITAL. HOWEVER A HUGE NUMBER OF ORGANIZATIONS CONTINUE TO STRUGGLE TO BRING ABOUT CHANGE. THIS PRESENTATION IS DESIGNED TO HELP PROVIDE A FRAMEWORK FOR THESE BUSINESSES, AND FOSTER DEBATE BETWEEN EXECUTIVES, BUSINESS STRATEGISTS AND AGENCIES.

A REVOLUTION IS HAPPENING

TECHNOLOGY, SOCIETY & BUSINESS MODELS ARE

EVOLVING AT AN UNPRECEDENTED PACE

IMAGE BY FOLKERT GORTER

HOWEVER, ORGANIZATIONS CONTINUE TO USE YESTERDAY’S

THINKING TO APPROACH THE PROBLEMS OF TOMORROW


“We cannot solve our problems with the same

thinking we used when we created them.”

- Albert Einstein

THE EMERGENCE OF DISRUPTIVE TECHNOLOGY

THE ERA OF BORN DIGITAL

THESE FORCES ARE DRIVING A FUNDAMENTAL EVOLUTION

IN CONSUMER BEHAVIOR


NEW CONSUMERISM:

SHIFTING VALUES.COMPLEX DECISION MAKING.NEW ENGAGEMENT EXPECTATIONS.

CUSTOMERS ARE IN CONTROL


DIGITAL DARWINISM


“Digital Darwinism is the evolution of consumer

behavior when society and technology evolve faster than

your ability to adapt.”

- Brian Solis

IN THIS NEW ENVIRONMENT, UNDERSTANDING THE DIGITAL

CUSTOMER EXPERIENCE IS CRITICAL TO SUCCESS

WHAT IS REQUIRED TO MEET THESE CHALLENGES?

DIGITAL TRANSFORMATION


DIGITAL TRANSFORMATION IS MORE THAN JUST AN INVESTMENT IN TECHNOLOGY. ORGANIZATIONS MUST TRULY CHANGE,

FROM THE INSIDE OUT, TO BECOME MORE RESPONSIVE.


OUR GOAL IS TO IMPROVE THE WAYS THE ORGANIZATION SEES THEIR CUSTOMERS, CREATING NEW VALUE THROUGHOUT THE

CUSTOMER LIFECYCLE.


HOW DO WE EMBRACE CHANGE?


A QUICK RECAP:

THE HISTORY OF THE WORLD (OF ORGANIZATIONS)

JOSIAH WEDGEWOOD FATHERS MODERN MARKETING.

THINK DIRECT MAIL, MONEY-BACK GUARANTEES, TRAVELING SALESMEN, SELF-SERVICE, FREE DELIVERY, BUY ONE GET ONE FREE, ILLUSTRATED CATALOGUES, PRICE DIFFUSION.

(NOT A LOT CHANGED FOR A VERY LONG TIME).

1730 - 1795

THE INDUSTRIAL REVOLUTION:SMALL STORES TO MASS PRODUCTION

IN FACTORIES

1760 - 1840

MASS PRODUCTION THEORY:EFFICIENT FACTORIES COULD MAKE

AVERAGE THINGS FOR AVERAGE PEOPLE AND TRIUMPH

MASS MARKETING THEORY:

1. MASS PRODUCE WHAT YOU WANT

2. BUY HEAPS OF AD SPACE

3. RETAILERS GIVE YOU SOME OF THEIR SCARCE SHELF SPACE.

4. THIS GENERATES SALES

5. THIS LETS YOU BUY MORE ADS (& REPEAT)

ADVERTISING WAS ABOUT CONVINCING THE CLIENT TO SPEND MORE MONEY

INTERRUPTION. GROSS RATING POINTS. SPREADSHEETS. MASS REACH.

ADVERTISING PUSHED THE IDEALIZED VERSION OF THE

PRODUCT, IRRESPECTIVE OF REALITY


COMMUNICATIONS PLATFORMS WERE LIMITED

CUSTOMER EXPERIENCE WAS FAIRLY LINEAR AND

PREDICTABLE


DISRUPTION THEN:

THE INTERNET. SEARCH ENGINES.

UBIQUITOUS TECHNOLOGY. SOCIAL MEDIA.

TECHNOLOGY CREATES A MORE COMPLEX FUNNEL

http://www.thinkwithgoogle.com/tools/customer-journey-to-online-purchase.html



CONNECTEDNESS, AND THE CREATION OF NETWORKS

COMPLEX ADAPTIVE SYSTEMS

CONNECTEDNESS BEGETS COMPLEXITY.COMPLEXITY BEGETS UNCERTAINTY.UNCERTAINTY BEGETS CHAOS.


UNLIMITED CHOICE LEADS TO PARALYSIS.


UNCERTAINTY, THEREFORE, IS NOW THE ROOT CAUSE OF ORGANIZATIONAL PROBLEMS.


DIGITAL

DISRUPTION


DISRUPTION IS EVERYWHEREIF YOU THINK YOUR BUSINESS OR

INDUSTRY IS IMMUNE, THINK AGAIN


CLASSIC EXAMPLES:

HORSE & CARRIAGE TO CAR.FIXED LINE PHONE TO MOBILE.PERSONAL COMPUTER TO SMARTPHONE.

NEW EXAMPLES:

$369B $181B $104B $38B

$20B $18B $10B $8B

$4B $3.5B $0.5B $0.5B

“We believe that many of the prominent new Internet

companies are building real, high-growth, high-margin,

highly defensible businesses.”

“Companies in every industry need to assume that a

software revolution is coming.”

- Marc Andreesen

WHY IS THIS

HAPPENING?


ALL THE TECHNOLOGY REQUIRED TO TRANSFORM INDUSTRIES THROUGH

SOFTWARE IS NOW A REALITY AND CAN BE WIDELY DELIVERED

AT GLOBAL SCALE


SOFTWARE IS

EATING THE WORLD

TECHNOLOGY IS NOW A PERMANENT FIXTURE IN

EVERYONES LIVES

EVERYONE HAS A HIGH SPEED COMPUTER RIGHT IN THEIR POCKET, ACCESSIBLE

AT ALL TIMES

SOON:THE INTERNET OF THINGS

“Hardware is just software wrapped in plastic.”

- Brad Feld

SOCIAL.LOCATION.REAL-TIME.NETWORKS.

CUSTOMER BEHAVIOR SHIFTS.

SOCIAL, MOBILE AND REAL-TIME REMAIN OUR CATALYSTS. AS THEY

INTERSECT, THEY ARE FUNDAMENTALLY ALTERING THE

WAYS PEOPLE CONNECT, COMMUNICATE AND DISCOVER

INFORMATION.

MANY, MANY ORGANIZATIONS ARE STILL STRUGGLING WITH

THE WEIGHT OF LEGACY TECHNOLOGY AND PROCESSES


THE SOLUTION?


COMPLEX ADAPTIVE SYSTEMS REQUIRE SYSTEMS THINKING


CORPORATE LONGEVITY.

THE AVERAGE CORPORATIONS LIFESPAN IS 12 YEARS.THE AVERAGE MULTINATIONAL IS 40 YEARS.ONLY A TINY FRACTION THRIVE FOR CENTURIES.


WHY?


ARIE de GEUS, DIRECTOR OF STRATEGY AT ROYAL DUTCH SHELL, PUT 27 OF THESE ‘THRIVE’ CORPORATIONS UNDER THE MICROSCOPE.

A NUMBER OF FACTORS CONTRIBUTED, BUT THE ONE THAT STOOD OUT MOST...


“The ability to learn faster than your competitors is the only sustainable competitive

advantage.”

- Arie de Geus

AGAIN, DIGITAL DARWINISM


HOW LONG BEFORE A JOBS, ZUCKERBERG,

BEZOS OR MUSK DISRUPTS YOUR INDUSTRY?


DIGITAL TRANSFORMATION

“THE ALIGNMENT OF, OR NEW INVESTMENT IN, TECHNOLOGY AND BUSINESS MODELS TO MORE EFFECTIVELY ENGAGE DIGITAL CONSUMERS AT

EVERY TOUCH POINT IN THE CUSTOMER EXPERIENCE LIFECYCLE.”

- THE ALTIMER GROUP

GOAL:BE DIGITALLY RELEVANT THROUGH

RAPID BUSINESS CHANGE

RELEVANCE!

BARRIERS TO CHANGE


STRATEGY IN SILO

1

DIFFERENT DEPARTMENTS MANAGE DIFFERENT STEPS IN THE CUSTOMER JOURNEY. THEY OFTEN

DON’T COMMUNICATE, LET ALONE COLLABORATE. THEY OFTEN ACT AS THEIR OWN FIEFDOM. THEY

USE DIFFERENT STANDARDS AND METRICS. THE EXPERIENCE FEELS DISJOINTED.


INTERNAL POLITICS

2

TRANSFORMATION THREATENS THE STATUS QUO. THIS CAUSES SELF DEFENSE MECHANISMS TO

KICK IN. EXECUTIVES PUSH BACK. THEY CONCENTRATE ON THEIR OWN PRIORITIES.

PERSONAL AGENDAS WIN IN FAVOR OF WHAT’S RIGHT FOR THE ORGANIZATION.


BUDGET ALLOCATION

3

DIGITAL IS NEW AND UNPROVEN. IT REQUIRES EXPERIMENTATION. OFTEN THIS OCCURS IN SILO,

AND IS RARELY COMMUNICATED BEYOND INDIVIDUAL TEAMS. ROI IS DIFFICULT TO IDENTIFY.

THIS CREATES ‘CHICKEN AND EGG’ SITUATIONS; “SHOW ME PROOF” BEFORE BUDGET

CAN BE UNLOCKED.


MOBILE FRAGMENTATION

4

A LACK OF MOBILE FIRST OR SECOND SCREEN THINKING EXISTS IN THE ORGANIZATION. MOBILE AND PLATFORM EFFORTS ARE STREWN ACROSS MULTIPLE DEPARTMENTS WITH NO DEDICATED TEAM. OFTEN THE NEED TO RETHINK WEBSITES,

APPS OR E-COMMERCE IS A LOWER PRIORITY THAN OTHER DIGITAL INITIATIVES.


EDUCATION

5

VASTLY DIFFERENT LEVELS OF KNOWLEDGE OR COMFORT EXIST IN THE ENTERPRISE. KNOWLEDGE

IS SCATTERED ACROSS THE ORGANIZATION. A MILLENNIAL (DIGITAL NATIVES) VS BABY BOOMER

(DIGITAL NOVICE) DIVIDE EXISTS CAUSING FRICTION.


LEADERSHIP

6

WITHOUT A VISION AND SOMEONE TO LEAD, EMPLOYEES FOLLOW A COURSE OF BUSINESS AS USUAL. DIGITAL IS KEPT AT ARMS LENGTH OR IN

FRINGE CONVERSATION. A LACK OF DIGITAL GENERALISTS MEAN STRATEGY IS VIEWED IN SILO

OR ISOLATION.


DISPARATE DATA

7

EXISTING INFRASTRUCTURE AND PROCESSES LACK A MODEL TO GATHER AND DISTRIBUTE DATA. DATA REMAINS IN SILO, SPREAD ACROSS DEPARTMENTS OR DISPARATE SYSTEMS. THERE EXISTS A LACK OF UNDERSTANDING OF WHO OWNS THE DATA. NO

INVESTMENT IN STAFF AND PROCESS TO DELIVER DATA WITH ACTIONABLE INSIGHT.


BREAKING DOWN THEBARRIERS


IMPROVING THE DIGITAL CUSTOMER EXPERIENCE TAKES COLLABORATION, RESOURCES,

LEADERSHIP AND AN UNDERSTANDING OF ITS

BUSINESS VALUE

A FRAMEWORK

TRANSFORMATION EFFORTS REQUIRE AN OVERALL VISION [PURPOSE], THE FORMATION OF

A TEAM TO CARRY IT OUT [PEOPLE], AND AN UNDERSTANDING OF THE CUSTOMER EXPERIENCE [PROCESS]. WITH THIS IN PLACE, WE CAN CREATE AN ONGOING STRATEGY ROADMAP TO OPTIMIZE

THE CUSTOMER EXPERIENCE.

PURPOSE

PEOPLE

PROCESS

TRANSFORMATION

“BUILDING A VISION”

“BUILDING A TEAM”

“EXPLORING THE EXPERIENCE”

PURPOSE“BUILDING A VISION”

1

AGENTS OF CHANGE:

UPDATED COMPANY VISION

2 CHANGE AGENT & EXECUTIVE SUPPORT



BEGINNING DIGITAL TRANSFORMATION OFTEN REQUIRES A BUSINESS CASE. THIS NEEDS MORE THAN JUST EVIDENCE. WE REQUIRE A STORY AND VISION OF WHAT

THIS WILL LOOK LIKE.



NEW TECH COMPANIES ARE BUILT FROM THE GROUND UP WITH A PURPOSE THAT EMBRACES THEIR DIGITAL FOCUS AND

APPROACH. THESE “NON-TRADITIONAL” VISION STATEMENTS ARE CUSTOMER

CENTRIC VERSUS COMMERCIAL.


“Our purpose is to make the world more open and connected.”

“Our purpose is to organize the world’s information and make it

universally accessible.”

“Our purpose is be the earth’s most customer-centric company.”

“IF YOU WANT TO BUILD A SHIP, DON’T DRUM UP PEOPLE TO COLLECT WOOD AND DON’T

ASSIGN THEM TASKS AND WORK, BUT RATHER TEACH THEM TO

LONG FOR THE ENDLESS IMMENSITY OF THE SEA”

- ANTOINE de SAINT-EXUPERY



VISION MUST COME FROM THE TOP. BUT THE REALITY IS TRANSFORMATION RARELY BEGINS FROM THE TOP DOWN. EXECUTIVES MUST SUPPORT AND CONTINUOUSLY SELL

THE VISION FOR DIGITAL TRANSFORMATION FOR IT TO SUCCEED. THIS IS THE

CHALLENGE.



VISION THEREFORE REQUIRES A “CHANGE AGENT”. A LEADER OR

INFLUENCER WHO CAN STIR THE POT, DRIVE INITIATIVES AND RALLY STAKEHOLDERS TO ACTION.



1

VISION STEPS

TAKE DATA FROM ANALYTICS AND SOCIAL SPACES AND TURN IT INTO INSIGHTS.


2

VISION STEPS

DOCUMENT THE FACTORS THAT ARE DISRUPTING YOUR MARKET. ASSEMBLE DATA

OR PROOF POINTS THAT HELP TO MAKE A CASE TO C-SUITE OR DECISION MAKERS.


3

VISION STEPS

ARTICULATE WHY THIS IS CRITICAL TO YOUR BUSINESS. CONSIDER CONDUCTING A SWOT ANALYSIS TO ASSESS ACTUAL POSITION FOR

TRANSFORMATION.


4

VISION STEPS

DRAFT A SIMPLE VISION STATEMENT AND SUPPORTING NARRATIVE FOR THE END RESULT

OF DIGITAL TRANSFORMATION. OUTLINE ADVANTAGES AND HOW IT IMPROVES

CUSTOMER EXPERIENCE.


5

VISION STEPS

SEEK OUT AN EXECUTIVE SPONSOR OR “CHAMPION” TO HELP RALLY SUPPORT. FIND COMMON GROUND WITH EXECUTIVES AND

ENSURE THEY COMMUNICATE THE VISION TO RALLY EMPLOYEES ACROSS THE ENTIRE

ENTERPRISE.

WARNING

IMAGE BY GUIDO MOCAFICO

WITHOUT SUPPORT, THE CHANGE AGENT ROLE CAN QUICKLY LEAD TO BURNOUT AND DEFEATISM.

IT MUST BE SUPPORTED TO SUCCEED.


PEOPLE“BUILDING A TEAM”

1

AGENTS OF CHANGE:

ORGANIZATIONAL RESTRUCTURE

2 ALIGNMENT & EDUCATION



WHO OWNS THE CUSTOMER EXPERIENCE? THE REALITY IS EVERYONE IN THE

ORGANIZATION DOES. WHILE MOST COMPANIES HAVE LEGACY DEPARTMENTS AND SILOS, YOUR CUSTOMERS ONLY SEE

ONE COMPANY.



AN EXAMPLE IS SOCIAL MEDIA. THIS OFTEN SPANS A LARGE NUMBER OF

BUSINESS UNITS (MARKETING, PRODUCT MANAGEMENT, CUSTOMER SUPPORT, HR, IT, DIGITAL) HOWEVER THEY OFTEN DON’T SPEAK TO EACH OTHER CONSISTENTLY OR

ALIGN. SOCIAL LACKS A COHESIVE COMPANY WIDE VISION AND FAILS TO

DRIVE BUSINESS VALUE.



THE END RESULT IS “DIGITAL FRICTION” AND A CUSTOMER EXPERIENCE THAT

LACKS COHESION. THIS POOR EXPERIENCE CAUSES DROP OFF AND A

LOSS OF CONVERSION.



TO CREATE TRANSFORMATION, THE ENTIRE ORGANIZATION NEEDS TO PUT

EGOS ASIDE, BREAK THE SILOS AND EMBRACE CHANGE. THIS STARTS WITH

THE CREATION OF A CROSS FUNCTIONAL DIGITAL TRANSFORMATION TEAM.



1

PEOPLE STEPS

IDENTIFY CANDIDATES FOR A CROSS-FUNCTIONAL TEAM. THIS OFTEN WORKS BEST

AS A SMALL TEAM OF “INTRAPRENEURS” TO DRIVE QUICK WINS TO PROVE RESULTS.

NOTE, TEAMS NEED A RANGE OF STRATEGISTS AND STAKEHOLDERS.

AT THIS POINT, THERE IS GREAT VALUE IN LEVERAGING ‘DIGITAL

GENERALISTS’, WHO CAN UNDERSTAND THE END TO END

VIEW OF THE EXPERIENCE.



2

PEOPLE STEPS

ASSIGN ROLES AND TASKS. CONSIDER DEVELOPING A RASCI MODEL OR SIMILAR FOR

THE GROUP AND ESTABLISH A COLLABORATION SCHEDULE AND REPORTING PROCESS.


3

PEOPLE STEPS

FORM A DATA COLLECTION AND INSIGHTS TEAM. THEY NEED TO COLLECT AND ANALYZE

DATA, BUT MORE IMPORTANTLY CREATE A SIMPLE STORY TO PRESENT THIS TO

EXECUTIVES.

WARNING

IN 2012, GARTNER PREDICTED THAT BY 2017, CMO’S WOULD SPEND MORE ON I.T THAN THEIR CIO COUNTERPARTS.

CIO’S ARE FIGHTING FOR THEIR ROLES, OVERSEEING LEGACY INFRASTRUCTURE, AND OFTEN DON’T UNDERSTAND THE LONG TERM VISION.

THIS CAN BE A HUGE SOURCE OF FRICTION.


5

PEOPLE STEPS

BUILD A STRATEGIC ALLIANCE WITH I.T (THEY MUST BE PART OF THE TEAM). FORGE A

GREATER DIALOGUE BETWEEN MARKETING AND THEIR DEPARTMENT.


6

PEOPLE STEPS

DEVELOP A TRAINING REGIMEN TO BRIDGE THE GAP BETWEEN EXISTING AND REQUIRED

EXPERTISE IN THE ORGANIZATION. CONSIDER AN EXECUTIVE EDUCATION PROGRAM.

CONSIDER TACTICS LIKE REVERSE MENTORING.


7

PEOPLE STEPS

EMBRACE HACK CULTURE. LOOK AT RAPID INNOVATION CYCLES AND FAST PROBLEM

SOLVING. OUR GOAL IS TO NOT BE FAIL SAFE, BUT TO SAFE FAIL.

PROCESS“EXPLORING THE EXPERIENCE”

1

AGENTS OF CHANGE:

UNDERSTAND THE CHANGINGCUSTOMER EXPERIENCE

2 DATA & INSIGHT



CUSTOMERS ARE USING TECHNOLOGY THEIR WAY, REGARDLESS OF WHETHER

YOUR STRATEGY ALIGNS WITH THEIR JOURNEY. “BORN DIGITAL”, “MOBILE”

AND “SECOND SCREEN” ARE NO LONGER PREDICTIONS, BUT FORCES

RADICALLY INFLUENCING EXPERIENCES.


TO BRING ABOUT DIGITAL TRANSFORMATION, WE NEED TO UNDERSTAND HOW DIGITAL IS

AFFECTING THE CUSTOMER EXPERIENCE. THIS REQUIRES RESEARCH, NOT GUESSWORK.

WE NEED TO UNDERSTAND BEHAVIORS, PERSONAS AND EXPECTATIONS

THROUGHOUT EVERY STAGE OF THE LIFECYCLE.


THIS MEANS HAVING A HOLISTIC FOCUS. WE NEED TO MOVE BEYOND JUST MOBILE OR WHATEVER TECHNOLOGY IS ‘SO HOT RIGHT NOW’

http://picturesofpeoplescanningqrcodes.tumblr.com/




THIS ALSO EXTENDS TO OUR INSIGHT GATHERING. FORGET “BIG DATA”. LET’S JUST LEVERAGE THE EASILY ACCESSIBLE DATA WE

HAVE TO MAKE BETTER DECISIONS.



ULTIMATELY OUR GOAL HERE IS TO FOSTER A “DIGITAL FIRST” MINDSET. WE NEED TO

STOP TREATING IT AS A BOLT ON TO EXISTING ACTIVITY. START WITH DIGITAL AT

THE CENTRE, AND RADIATE OUT.


THOUGHT STARTER:

SOME KEY QUESTIONS



“WHAT UNIQUELY DEFINES THE PERSONA OF OUR CUSTOMERS?”



“WHAT IS DIFFERENT ABOUT THEIR CUSTOMER JOURNEYS?”



“WHAT ARE THE TOUCH POINTS THEY FREQUENT, HOW DO THEY USE THEM,

AND ON WHAT DEVICES?”



“WHAT ARE THEIR EXPECTATIONS, WHAT DO THEY VALUE, AND HOW DO THEY

DEFINE SUCCESS?”



“HOW ARE THEY INFLUENCED AND BY WHOM? IN TURN, WHO DO THEY

INFLUENCE?”



“WHAT IS THE CUSTOMER’S (NEW) PATH TO PURCHASE?”

MOST IMPORTANT:



1

PROCESS STEPS

CONNECT THE DOTS BETWEEN DISPARATE DATA STUCK IN SILOS. CONNECT DATA FROM

MARKETING, I.T AND CRM.


2

PROCESS STEPS

INTERVIEW STAKEHOLDERS ABOUT THE CUSTOMER JOURNEY AS IT EXISTS TODAY.

EXPLORE DIGITAL CUSTOMER BEHAVIOR AND HIGHLIGHT CHALLENGES AND OPPORTUNITIES.


3

PROCESS STEPS

FORGET DEMOGRAPHICS. OBSERVE THE PSYCHOGRAPHICS, PERSONAL TRAITS AND CHARACTERISTICS THAT ARE UNIQUE OR DOMINANT IN YOUR DIGITAL CUSTOMER.

CREATE CUSTOMER PERSONAS.

(THE PHRASE ‘18-25 YEARS OLD’. WHAT DOES THAT EVEN MEAN?)


4

PROCESS STEPS

CREATE A CUSTOMER JOURNEY MAP INCLUDING ALL TOUCH POINTS. OUTLINE WHAT THE RIGHT EXPERIENCE COULD BE, BASED ON

BEHAVIOR. ORGANIZE BY CHANNEL AND SCREEN. RECOGNIZE CUSTOMERS MAY NOT

FOLLOW ANY ONE ROUTE.

EXAMPLE:STARBUCKS


5

PROCESS STEPS

OBSERVE THE GAPS IN TOUCH POINTS AND WHERE THERE IS AND ISN’T INVESTMENT. ASSESS

THE PROCESSES, POLICIES AND SYSTEMS THAT PREVENT SUCCESS IN ENGAGING THE DIGITAL CUSTOMER. PINPOINT WHAT CAN OVERCOME

HURDLES.


6

PROCESS STEPS

PAY CAREFUL ATTENTION TO NETWORK EFFECTS IN PLAY. LOOK FOR DIRECT CUSTOMER

JOURNEYS VERSUS THE JOURNEYS OF THOSE WHO INFLUENCE CUSTOMERS OR AMPLIFY.


7

PROCESS STEPS

BE ON THE LOOKOUT FOR SERENDIPITOUS IDEAS FOR PRODUCT OR SERVICE INNOVATION. WHAT IS THE BIGGEST CUSTOMER PAIN POINT? CAN WE PROVIDE ANYTHING NEW TO SOLVE IT?

MONTSERRAT REGULARTAKE A DEEP BREATH

AT THIS STAGE, YOU WILL HOPEFULLY HAVE MADE HEADWAY

ON STARTING THE JOURNEY TO DIGITAL TRANSFORMATION.

MAPPING THE CUSTOMER EXPERIENCE, HAVING A VISION AND BUILDING A TEAM WILL GO A LONG

WAY IN AIDING INVESTMENT CHOICES AND OPTIMIZATION AND DRIVING

REAL BUSINESS BENEFIT

UPDATED VISION

BENEFITS OF DIGITAL TRANSFORMATION

1

CULTURE OF INNOVATION

2 IMPROVED CUSTOMER JOURNEY3

GREATER COMPETITIVE ADV.4

IMPROVED EFFICIENCY7

INCREASED COLLABORATION5

DEEPER DATA ANALYSIS8

EMPOWERED WORKFORCE6

INCREASED CONV. & LOYALTY

9

MODERNIZED AND, MORE IMPORTANTLY, HUMANIZED.

SERENDIPITOUS PRODUCTS & SERVICES.

LESS FRICTION & IMPROVED OUTCOMES.

AN EDGE OR BRACE AGAINST THE COMPETITION.

LESS FRICTION BETWEEN INTERNAL TEAMS.

EMPLOYEES AND EXECUTIVES FEEL EDUCATED & EMPOWERED.

PROCESSES AND DECISION MAKING ARE MORE RAPID.

DEEPER UNDERSTANDING OF THE CUSTOMER AND THEIR BEHAVIOR.

SEAMLESS, 360 EXPERIENCE IMPROVES LONG TERM RESULTS.

FINAL THOUGHT:I HAVE USED THE WORD

TRANSFORMATION A LOT HERE, BUT REMEMBER THE DANGER OF THIS

WORD IS IT SUGGESTS AN END POINT


TRANSFORMATION DOES NOT END. IT MUST BECOME A MINDSET, TO

CONSTANTLY EVOLVE AND RESPOND TO CHANGING FORCES.


“The ability to learn faster than your competitors is the only sustainable

competitive advantage.”

HI, I’M MAT FORD.

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digital transformation and the customer experience

Marketing

folkert gorterhowever

folkert gorterwe

folkert gorternew consumerism

folkert gorterour goal

lot of organizations

digital customer experience

mass production theory

folkert gortera quick