Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneurs and startuppers. Annually it takes place at the beginning of October in Lviv at Arena Lviv stadium. In 2016 the conference gathered more than 1800 participants and over 100 speakers from companies like Microsoft, Philips, Twitter, UBER and IBM. More details about the conference at itarena.lviv.ua.

1. 1 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
DIGITALDISRUPTIONDisruptive Advantage Starts Here
October 2016

2. 2 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
“THEWORLDISCHANGINGVERYFAST.BIGWILL
NOTBEATSMALLANYMORE.ITWILLBETHEFAST
BEATINGTHESLOW”-RUPERTMURDOCH

3. 3 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
DELOITTEDIGITAL:WEIMAGINE,DELIVER,ANDRUNTHEFUTURE
Alejandro (Андрій) Danylyszyn
Principal
Deloitte Digital Regional Service Line Leader
Technology Service Area Agile Practice Leader
adanylyszyn@deloitte.com
Create
Experience
Optimize
Impact
Derive
Insights
Enable
Change
Deliver
Platforms
Define
Strategy
Secure
Cyber
Amplify
Brand Ignite
Innovation

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WHEREWEARE
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WarsawMunich
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London
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Brisbane
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Studio
Delivery Center
Hub
24
Countries
27
Studios
6000+
Global
Headcount
202K+
Global
Headcount
150+
Countries
Deloitte Digital Footprint Deloitte Global Footprint

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THEDIGITALDISRUPTIONFRAMEWORK

6. 6 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
DIGITALDEFINED
Business leaders are grappling with
unprecedented change. Growing connectivity,
competition and consumer power, disrupt others
before you are disrupted means new
engagements, new products, new business
models, organizations, and ecosystems.
Growing competition and consumer power has
eroded traditional product-based advantages,
forcing companies to shift to a new battlefield:
Customer Experience. This requires integrating the
entire business to demonstrate value at each and
every customer touch-point.
Digital acceleration focusing all efforts on breaking
new ground or quickly expanding into new space
created by a new category. An exceptional front-end
strategy must be supported by an exceptional back
office, requiring new expertise, processes and
systems, and potentially a new operating model.
Digital at the Core
Integrated Front & Back Office
Digital Experiences
Engaged Customers & Employees
Digital Transformation
Business Reimagined
6 | Copyright © 2016 Deloitte Development LLC. All rights reserved.

7. 7 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
THEFIVEDIGITALFORCES
Mobile
Mobile enables
ubiquitous access
empowering users in
an unprecedented
way to consume
information and make
real-time decisions
Cloud
Cloud provides
unlimited, elastic
processing power and
storage making
information available
anytime and
anywhere
Analytics
Analytics improves the
identification of
patterns and
understanding of
behaviors to predict
needs and create
unique experiences
CyberSecurity
Security concerns
require a balance
between harnessing
digital forces and
protecting intellectual
property and other
assets
SocialMedia
Social media amplifies
the power of
communities and its
multiplier effect raises
the value of the
network for each
individual

8. 8 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
ACONCEPTUALVIEWOFTHEENTERPRISE
Text
Asset
System
Ecosystem
Asset
The enterprise core systems,
including production,
manufacturing, sales, etc.
Ecosystem
The broadest view, including
customers, communities,
channels, adjacent products,
competitors, etc.
System
A view that expands the enterprise to
include services from trading partners
(e.g., logistics, distribution, resale, etc.)

9. 9 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
THECONVERGENCEOFDIGITALFORCESONTHEENTERPRISE
Agility is key to respond to the increased speed of technology
innovation and accelerated business change
Text
Asset
System
Ecosystem
Mobile
Cloud
Analytics
CyberSecurity
Social
Ignore
React
Disrupt
You have 3 choices at every convergence point:

10. 10 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
1 2 3
For every cycle, choose a combination of convergence
points (forces, enterprise layer) and determine an action
Intent and Scale
Perspective
Business Value
Objective
Thecyclesoftechnologyinnovationandbusinesschangeareaccelerating
Define your..
ACTFASTTOSTAYAHEADOFTHEGAME
You have to preemptively imagine possible convergence and action scenarios to uncover disruption
opportunities
Measure result and repeat

11. 11 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
AFEWEXAMPLES
IMPROVINGTHEECOSYSTEMEXPERIENCEBYACTINGONASSETSANDSYSTEM

12. eSUPPORTACCELERATIONPROGRAM
Improve the consumer support
experience and increase self-service by
exposing core assets and developing
new offerings.
• Intuitive responsive design, personalized comprehensive
search, improved download and media buying, device
detection, warranty checks and disputes, chat and call
automation, etc. released in 90-day cycles
• Exploit assets to deliver a net promoter score (NPS)
improvement of ~40 points, task completion rate (TCR)
of 60% and customer satisfaction (CSAT) up to 75%
• 100 million customer visits, generating 1 billion hits with
response times <2 seconds
DISRUPT
HIGH
TECH

13. 13 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
B2BeCOMMERCEANDMOBILEPROOFOF
DELIVERY
Modernize the marketer/distributor
experience, increasing self-service and
process automation.
• Replace restrictive and complex legacy applications, and
manual operations, used to manage a multi-billion dollar
channel, enabling growth
• Increase order and delivery accuracy, reducing disputes
of $2 million per year
• Intuitive responsive design, personalized content and
catalog, improved ordering capabilities, automated
delivery transactions, new self-service capabilities, etc.
released in 6-month cycles
REACT
OIL&
GAS

14. 14 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
MOREEXAMPLES
DISRUPTINGTHEECOSYSTEMTOGROW

15. 15 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
REACT
Revitalize interest in the sport and attract
a new, younger demographic to grow
• Develop new products and digital offerings in order to
derive greater value and better meet the needs of
customer groups
• The new engagement model is expected to build
stronger relationships with professional and amateur
players, strengthen the association’s financial position,
and generate additional revenue, driving value across the
ecosystem to strengthen the game
• Iterative periodic releases of new functionality
DIGITALSTRATEGYFORCONSUMER
ENGAGEMENT
SPORT
ASSN.

16. DISRUPT
Captured the brand “wink” in a fun and
functional mobile shopping experience
• Guests can see what’s hot, view weekly ads, create and
manage customized lists, access registries, and browse
the product catalog. Customers, say hello to ‘round the
clock mobile convenience
• A quality, lighthearted cross-platform experience that
completely reinvented the retailer’s mobile presence —
and boosted their bottom line
• Experimented with new technology offerings (e.g., social
integration, beacons and geolocation, VR/AR, etc.) to
deliver enhanced experiences in 60- to 90-days iterations
OMNI-CHANNELBRANDEXPERIENCE
THROUGHMOBILE&RESPONSIVEWEB
RETAIL

17. 17 | Copyright © 2016 Deloitte Development LLC. All rights reserved.
CONCLUSION
• Technology cycles are shrinking, accelerating the speed of innovation and business change
• The new mantra is “disrupt or be disrupted”: harness digital forces to deliver new services, provide
enhanced experiences, or enable new business models for employees, trading partners and, ultimately,
consumers
• Set a vision (or challenge the existing status quo) and drive innovation in discrete increments –
choosing among digital forces to act on specific enterprise layers
• Speed is key! "A good plan, violently executed now, is better than a perfect plan next week.” (Gen.
Patton)
• Remember that no action is a decision to ignore an opportunity, and be disrupted… remind your
clients of this!

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This publication contains general information only, and none of the member firms of Deloitte Touche Tohmatsu Limited,
its member firms, or their related entities (collective, the “Deloitte Network”) is, by means of this publication, rendering
professional advice or services. Before making any decision or taking any action that may affect your business, you should
consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever
sustained by any person who relies on this publication.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see
www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain
services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2015 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
THANKYOU.
Contact us.
Alejandro Danylyszyn
Principal
adanylyszyn@deloitte.com
www.deloittedigital.com
Twitter: @DeloitteDIGI_US

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