the dbriefs technology executive series presents: the postdigital enterprise: harnessing change,...

The Dbriefs Technology Executive series presents:

The Postdigital Enterprise:

Harnessing Change,

Managing Disruption

Suketu Gandhi, Principal, Deloitte Consulting LLP

Bill Briggs, Deputy CTO, Director, Deloitte Consulting LLP

December 1, 2011

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Release for answers to polling questions


What is the postdigital enterprise?

The five postdigital domains

What this means for your enterprise

Question and answer

Agenda

What is the postdigital enterprise?


How we got here

11,000 BC 3000 BC 1 AD 1870 1985 2005 2008 2009

…but the tools for conducting business have dramatically evolved.

1990

Engagement

Loyalty

$’s

Basic human behavior has not fundamentally changed...

Learning Validating Deciding Using Committing


Evolution of the postdigital enterprise The enterprise has evolved over the past two decades

Uninformed

Homogenous

Informed

Segmented

Connected

Personalized

Real time

User-centric

Automated

Digitized

Optimized

Manual

Specialization

Processes-focused

Functional model

IT-focused

Interdisciplinary

Collaboration-focused

Omnichannel Multichannel Single channel

Brand and supply

driven

Brand and customer

access driven

Customer and social

network driven

Customer

Type

Process

Organization

Channel

Market

Condition

Digital Postdigital Industrial

Plan based

replenishment

Transaction based

replenishment

Intention based

replenishment

Market

Approach


Which executive is most visibly sponsoring initiatives

around postdigital?

CEO

COO

CIO

LOB/Function lead(s)

None of the above

Don’t know / Not applicable

Poll question #1


New technology forces driving innovation

Information

Explosion

Transparency

Velocity of

Change

Technology strategy = business strategy

Consumerization

Hyper-availability

Security & Compliance Pressures


The convergence of five disruptive technologies is changing the way

businesses must respond to individuals’ needs and expectations

Harness postdigital technologies to evolve

Cloud

Deconstruct organizational

silos; empower

collaborative networks

Un-tether your enterprise;

empower users where

business actually occurs

Move from descriptive to

predictive and prescriptive

Move past the static

ecosystem; empower the

dynamic value chain

Analytics Social Business

Mobility

Cyber Intelligence

The greatest value lies at the intersection points of the PDE domains.

For example, combining cloud and analytics to yield insight as a service.

Credentials-based access

control and management

Digital identity;

digital persona protection Defense-in-depth and

cyber threat intelligence


The CIO as a revolutionary

Strategic Plan

Roadmap

Should provide clarity

to a cohesive

postdigital strategy

combining business

and technology

considerations

Talent/Skills

The IT organization

should have increased

depth in both business

and technical skills

Investment Shift

A greater portion of

the portfolio should

be allocated to

postdigital innovation

The CIO is uniquely positioned to lead the evolution, moving beyond

being a steward or a strategist to help lead the postdigital era

There are 3 major requirements for the Revolutionary Postdigital CIO


Which topic do you feel has the greatest opportunity to

positively impact your business strategy?

Mobility

Social business

Cloud

Analytics

Cyber intelligence


Poll question #2

The five postdigital domains


Growth of Data Volumes: Doubling

every 18 months

Unstructured Data: Driven by social

networks

Predictive and Prescriptive Analysis:

Future-looking

Competing on Analytics: Strategic

cornerstone of the enterprise

Analytics Technology and deep modeling techniques applied to identify

business performance opportunities in exploding data volumes

(Unstructured)

Data

Explosion

Real-Time

Analysis Hindsight

to Foresight

Key Considerations


Growth of

Converged

Devices

Anywhere, anytime business innovation enablement

Mobile App Growth: Internal and B2B

applications

Converged Devices: Fast growing area

of computing

Decisions for the Enterprise: Platforms,

maintenance, internal capabilities

Managing the Environment: Mobile

environment security and governance

Taking

Enterprise

Mobile

In-House

vs. Third

Party

Mobility

Key Considerations


Connecting human networks for information, decisions, and

action

Collaboration &

Communication

Transactional

Opportunities

Informational

Capabilities

Internal &

External Exposure

Social business

Key Considerations

Moving Beyond Social Networks:

Enterprise connectivity and expectations

Power of People Networks: Leverage

shared passion

Driving Results: Internal and external

stakeholders

Implications for the Enterprise: Bottom-up

collaboration and information sharing


Evolution from capacity clouds based on isolated workloads to

capability clouds delivering higher-order, finished services

Workload in the Cloud: Edge functions

move to the cloud en masse

Business Beyond Technology: A

convincing business case is needed

Progression of Vendors: Sophisticated

offerings (e.g., logistics, security)

Future of Clouds: Higher order business

functions in the cloud

Capacity vs.

Capability Cloud

Implications Making the

Case

for Cloud

Cloud computing

Key Considerations


Prepare, predict, prevent, and protect through cyber security,

cyber forensics, cyber analytics, and cyber logistics

Cyber

Security

Cyber

Logistics Cyber

Analytics

Cyber intelligence

Changing Regulation: Increasingly

complex global compliance requirements

Detection vs. Prevention: Stay ahead of

emerging threats

Evolving Threats: Increasing cost of

breaches, diversity, and speed of threats

Threat Management and Triage: Know

“how” and “from where” attacks originate

Key Considerations

Cyber

Forensics


Which postdigital domain is currently the most mature in

your organization?

Mobility

Social business

Cloud

Analytics

Cyber intelligence


Poll question #3

What this means for your enterprise


Disruption will require process redesigns Redesign operational processes to evolve, respond, and stay relevant

Same Thing, New Way

Postdigital Veneer

New Service

Offerings

Example – a unidirectional

social media campaign

Example – product development

through crowd-sourced R&D

Breakout Capabilities

Postdigital Disruption

Enable Enterprise

Capabilities

New Operating

Models

New Business

Models

Enhance Current

Operations


New expectations can affect operations The postdigital ecosystem extends beyond customers and employees

New IT

Concerns and

Considerations

Employees,

Partners,

Vendors

Pundits,

Bloggers,

Competitors

Consumers,

Ambassadors,

Fans

Potential

Customers

/ Investors

Postdigital

Strategy

The postdigital ecosystem

is borderless and limitless,

extending far beyond the

traditional four walls of

your business

Cyber Intelligence

Analytics Mobility

Social Business

Cloud

Postdigital Operating Ecosystem

Postdigital personae

transcend enterprise,

organizational, and

personal boundaries


User engagement and user empowerment Effective postdigital efforts will be driven by user engagement

Crowd-

sourced

R&D

Boundless

user

environment

Understand

Individuals

Design User-

System

Interaction

Conceptualize

Solutions

Evaluate and

Refine

Prototypes

Execute

Solution

Interaction

Design

User Interface

Design

User Research

Usability and

Analytics

Unstructured

live data

Anytime,

anywhere

access

Expanded

Ecosystem


Postdigital scenarios

As consumers adopt connective technology, they build and

participate in interconnected 24 / 7 networks

This provides the opportunity for convenient and constant access

to information

A global consumer products company reported that it has radically

reduced its operational costs (by close to $1 BB) by

‒ Streamlining critical workflows throughout its global organization

‒ Empowering its managers to make better and faster decisions

with access to real-time social analytics and enterprise data

Large companies with complex organizational structures are

looking for ways to enable their teams to collaborate more

effectively on critical work streams to remove institutional

roadblocks, accelerate innovation, and increase time to decision

One of the most remarkable case studies is in the consumer retail

market with a large electronics retailer

The Connected

Consumer

The Engaged

Enterprise

The Empowered

Manager

Disrupt or be disrupted Evolve to stay relevant as expectations, needs, and behaviors change

A slow response invites disruption Evolve now, and you can

disrupt and grow

Static businesses will be unable to meet new desires and expectations

Postdigital Enterprises will evolve to harness disruptive technologies

A movie rental company

failed to heed to customers’

changing appetite for direct,

instant digital fulfillment

Consumer electronics

retailer failed to

transform workforce

from traditional

salesmen to engaging

customer service

advocates

Innovative car rental service

channeled social technologies

to provide customers the

desired high-touch merchant

experience at a low cost

Home improvement retailer

empowers employees with

collaboration tools to share

ideas and leading practices

Online shoe retailer disrupted

the industry by using mobile and

social technology to provide the

flexibility that customers desire


What is the main factor that will keep you from realizing the

potential of postdigital?

Security/privacy compliance

We are too consumed with “keeping the lights on”

Fragmented investments across the business

Organizational inertia (cultural resistance to change)

Postdigital is not a current priority


Poll question #4


Final thoughts

Shift organizational focus

Prioritize consumers, employees,

and partners

Un-tether your enterprise

Postdigital business is not bound

by physical space

Augment traditional research

Access direct insight

Harness speed and flexibility

Think big; start small; scale fast

Deconstruct organizational silos

Sanction collaborative networks

Move past the static ecosystem

Empower the dynamic value chain

Question and Answer

Join us January 5 at 2 PM ET as our Technology Executives series presents: Visualization and Geospatial Solutions: The Future of Business Intelligence?


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Suketu Gandhi

Principal, Deloitte Consulting LLP

[email protected]

312-486-3590

Bill Briggs

Director, Deloitte Consulting LLP

[email protected]

816-802-7350

Contact info

mailto:[email protected]

mailto:[email protected]


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