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Omnichannel CX Transformation StrategiesMark Stanley
Strategic Business Consulting
© 2017, Genesys Telecommunications Laboratories, Inc. All rights reserved.
THERE IS NO DIGITAL STRATEGY, IT’S SIMPLY STRATEGY IN A DIGITAL WORLD.
NIKEiDOnline customers can order personalized shoes in hundred of colors combinations. Digital tools have made product design and manufacturing faster and more efficient than ever before.
Improve visibility and performance in its operations
Increase efficiency
Reduce waste
Enhance corporate social responsibility in the company’ global supply chain
Four levels of digital mastery
Source: Leading Digital
DIG
ITA
L C
AP
AB
ILIT
IES
LEADERSHIP CAPABILITY
FASHIONISTAS
BEGINNERS
DIGITAL MASTER
CONSERVATIVES
Digital Capability Leadership Capability
DNA of Digital Masters
Technology-enabled initiatives in:
Customer Experience
Internal Operations
Business Models
Leadership capabilities including:
Vision
Governance
Engagement
IT-Business Relationships
Source: Capgemini consulting
Most of the companies were already investing in technologies such as social media, mobility, analytics and embedded devices.
Nike: From Separate Initiatives to Firm-Level Transformation
Mastering both dimensions is key to achieve digital advantage
Social MediaDigital Product
DesignCustomized
Manufacturing
Digital Division: Nike Digital Sport
1
2
DIGITAL CAPABILITY
LEADERSHIP CAPABILITY Digital marketing Digital product innovation/design Digital commerce (e/m-commerce) Digital technologies (GPS, mobile, etc.) Customer analytics
FIRM-LEVEL TRANSFORMATION+
Source: Leading Digital
Revenue Generation Efficiency Profitability Market Valuation
Digital Masters outperform their peers
+6% +9%
-4% -10%
Basket of indicators:
Revenue / Employee
Fixed Asset Turnover
-11% +26%
-24% +9%
Basket of indicators:
EBIT Margin
Net Profit Margin
-12% +12%
-7% +7%
Basket of indicators:
Tobin’s Q Ratio
Price / book ratio
Source: Leading Digital - Survey of 391 companies with Revenue > 500M in 30 countries
DIGITAL MASTERS
CONSERVATIVES
FASHIONISTAS
BEGINNERS
Some industries average higher mastery than others…
Average industry
digital mastery:
Banking
Consumer Packaged Goods
Insurance
Manufacturing
Pharmaceuticals
Retail
High Technology
Telecoms
Travel and hospitality
Utilities
Source: Leading Digital
7%
12%
20%
24%
26%
30%
31%
33%
35%
38%
17%
26%
40%
16%
30%
17%
19%
33%
23%
25%
43%
17%
20%
28%
17%
48%
50%
13%
23%
21%
33%
45%
20%
32%
26%
4%
21%
19%
17%
0% 20% 40% 60% 80% 100%
Pharmaceuticals
Manufacturing
Utilities
Consumer Packaged…
Retail
Telecomm
Travel and hospitality
Insurance
Banking
High Technology
Digital Master Conservative Fashionista Beginner
…but every industry already has digital masters
Percentage of firms in each industry by quadrant
Source: Leading Digital
What is your level of digital mastery?
Source: Leading Digital
DIG
ITA
L C
AP
AB
ILIT
IES
LEADERSHIP CAPABILITY
FASHIONISTAS
BEGINNERS
DIGITAL MASTER
CONSERVATIVES
Management skeptical of the
business value of advanced digital
technologies
May be carrying out some
experiments
Immature digital culture
Many advanced digital features
(such as social, mobile) in silos
No overarching vision
Underdeveloped coordination
Digital culture may exist in silos
Overarching digital vision exists, but
may be underdeveloped
Few advanced digital features, but
traditional capabilities may be
Strong governance across silos
Taking active steps to build digital
skills and culture
Strong overarching digital vision
Good governance
Many digital initiatives generating
business value in measurable ways
Strong digital culture
The role of technology has shifted from business enabler to
business driver
Building Digital Capabilities
OPERATIONAL PROCESSES BUSINESS MODELSCUSTOMER EXPERIENCE
Drivers of differentiation
Better Relationships Better Processes Better Products/Services
Building Digital Capabilities
OPERATIONAL PROCESSESCUSTOMER EXPERIENCE &
ENGAGEMENT
OPERATIONAL PROCESSES BUSINESS MODELS
Poll The Audience
Does your company have a strategy for a digital world?
Purpose
The strong role that Customer Experience and Omnichannel Engagement play in a Digital Transformation process.
CX OmniChannel
ProcessWhat happens on an end-to-end
journey?
EngagementHow is the customer journey enabled?
The integration of digital technology into all areas of a business resulting in fundamental changes to how
businesses operate and how they deliver value to customers
DIGITAL
TRANSFORMATION
Synchronous v Asynchronous CX
Channel Engagement Models
Alignment
Strategy
People
Process
Technology
01
02
03
04
Thought Leadership
Column 1 Early Developing Maturing
Barriers Lack of strategyManaging
distractionsSecurity focus
StrategyCustomer and
productivity drivenGrowing vision
Transformative
vision
Culture Siloed IntegratingIntegrated and
innovative
Talent
DevelopmentTepid interest Investing Committed
Leadership Lacking skills Learning Sophisticated
MIT SLOAN MANAGEMENT REVIEW • DELOITTE UNIVERSITY PRESS
Three Ds
Discovery
Development
DeploymentIdea Generation
Build & Test Viable Products
Produce, Bring to Market
Key Questions
What will
we do?
What
could we
do?
Is it worth
it?
How and
when will
we do it?
How will
we bring it
to market?
Poll The Audience
Do you think you need more help with:
1. Developing a strategy for a digital world.
2. Operationalizing and executing your company’s digital strategy.
CX Digital Transformation Process
CX Digital Transformation Planning Phase
Value Appreciation Phase
Strategy&
Vision
Analyze
Design
Plan
Execute
Monitor &
Support
Poll The Audience
Are you ready to move forward with digital transformation?
What is your target level of digital mastery?
DIG
ITA
L C
AP
AB
ILIT
IES
LEADERSHIP CAPABILITY
FASHIONISTAS
BEGINNERS
DIGITAL MASTER
CONSERVATIVES
Management skeptical of the business
value of advanced digital technologies
May be carrying out some experiments
Immature digital culture
Many advanced digital features (such
as social, mobile) in silos
No overarching vision
Underdeveloped coordination
Digital culture may exist in silos
Overarching digital vision exists, but
may be underdeveloped
Few advanced digital features, but
traditional capabilities may be
Strong governance across silos
Taking active steps to build digital
skills and culture
Strong overarching digital vision
Good governance
Many digital initiatives generating
business value in measurable ways
Strong digital culture
CXMM
DIGITAL TRANSFORMATION INVOLVES ENTERPRISE WIDE CHANGE
Enterprise
Business Model Operational Process Customer Experience
BusinessDriver
Strategic Business Consulting
TechnologyProcessesPeopleOperationsStrategy
Digital Transformation
CX DIGITAL TRANSFORMATION
What Genesys can offer
SCENARIO 1
YOU ARE DRIVING AN ENTERPRISE DIGITAL TRANSFORMATION PROGRAM
SCENARIO 2
YOU ARE NOT ENGAGED IN ANY ENTERPRISE DIGITAL TRANSFORMATION PROGRAM
GENESYS IS A SOLUTION PROVIDER, WHICH MEANS WE CAN PROVIDE ACTIONABLE
RECOMMENDATIONS TO IMPROVE YOUR CUSTOMER EXPERIENCE (I.E. OPTIMIZED CUSTOMER
JOURNEYS), WITH A STEP BY STEP ROADMAP BASED ON OUR SOLUTIONS AND BEST PRACTICES
ENTERPRISE-WIDE DIGITAL TRANSFORMATION
• DIGITAL CULTURE• INTERNAL PROCESSES
• CHANGE MANAGEMENT
ENTERPRISE-WIDE DIGITAL TRANSFORMATION, DRIVEN BY
CX TRANSFORMATION
FOCUS ON DIGITAL CX TRANSFORMATION, ALIGNING WITH GLOBAL DIGITAL STRATEGY THAT HAS BEEN OR IS BEING DEFINED
EXPLAIN DIGITAL TRANSFORMATION
BASICS
SUPPORT DIGITAL CX
TRANSFORMATION
SUPPORTED BY MANAGEMENT CONSULTANTS/TRANSFORMATIONAL PARTNER
NEXT STEPS TO WALK YOUR DIGITAL JOURNEY
TODAY OR TOMORROW
◉ Please visit us in our Customer Success booth at the Pavilion to get more details about what we can do for you.
◉ Sign up now to get benefits of our Early Adopter Program.
WHEN YOU ARE BACK AT THE OFFICE
◉ Complete your self assessment to identify yourcurrent level of digital mastery
◉ Contact us, we can help you to define, adjust and execute your CX Digital transformation
From pharma to manufacturing to high tech - some company is already reaping the benefits of the digital
advantage. Every other company
is behind.
© 2017, Genesys Telecommunications Laboratories, Inc. All rights reserved.
MARK STANLEYSR. PRINCIPAL BUSINESS CONSULTANT