Digital is re-imagining the human experience. It is remaking how people live, work, play and connect. Everything is being rethought, simplified and improved—even things people have taken for granted throughout their lives. Most companies recognize that they cannot turn a blind eye to such a powerful force shaping human behaviour. What worked yesterday to attract, engage and retain customers may be fast becoming obsolete. So how can companies develop a customer relevant digital business when change is the only constant and best practices are being redefined at warp speed?

1. AreyouontherightPATH?
IT Strategy The Journey to Digital Transformation
Reza Zaraatkar
https://uk.linkedin.com/in/rezazaraatkar

2. The FEARS we don’t face become our
LIMITS
ROBIN SHARMAhttps://www.youtube.com/watch?v=n9EgH-QxaUI
Why

3. 2009 - The world’s
biggest taxi company
owns no taxis
2004 - The world’s biggest
media company creates no
content
1999 - The world’s most valuable retailer holds no inventory
2008 - The world’s largest accommodation provider holds no estate
Value: $150 to $200 Billion
Value : $200 Billion
Value : $40 Billion
Value : $10 Billion
ADigitalRevolution!

4. DigitalMobileRevolution
Big data
Artificially Intelligent Computer
Systems – IBM Watson
Cloud Computing
5G Networks
Internet of Things
Cognizant Computing
BYOD

5. Intel President Renee James - 2014
“We were very successful, but success can breed complacency and
fear.............Where Intel also failed was identifying mobile devices like the iPhone as
technology good enough for consumers to check email, watch video, perform other
general tasks and otherwise enjoy many of the features offered by desktop
computers and laptops.“We didn’t appreciate that the iPhone was the advent of
mobile and ultra mobile computing.”
Missing on The Mobile Revolution
Is COSTLY

6. Life as a Business Partner!!!
Business don’t know what they need
Poor / vague requirements
Poor involvement and cooperation with IT
Poor business processes
Poor / short term business strategy
No business case or justification for IT projects
Propose solutions rather than requirements
IT is too slow and deliver poor quality service
Lack of urgency
Out of touch with business and customers
Take too long to deliver projects
IT costs too much
Not user/customer focused applications
Not a Partner

7. Not Game Changers
Not Trusted Advisors
Not Business Peers
Don’t Speak in Business Terms
Don’t know IT’s Value Proposition
Don’t Manage Projects as Business
Investment
GARTNER (2014) on the Gap between the BUSINESS & IT
80% to 90%
Thought
ACCORDING TO GARTNER
Survey of CEOs about IT

8. Shadow IT, along with the term "Stealth IT," to describe solutions specified and deployed by departments other than the IT, mainly by
external suppliers hired by the business.

9. Humans have limits that technology does not — we’ll always be somewhat behind the eight ball
in that way. But the winners of the slow revolution will be the ones who realize that the most
important variable in the equation is the rate at which their customers change. Only when you
understand what that change is and how rapidly it is progressing can you then adjust your
internal changes appropriately.
The Slow Revolution: Matching Human Change to the Speed of Technology
Chris Bucholtz is the content marketing manager at CallidusCloud
The Catching Game – Human vs Technology

10. RigidITInfrastructure
ORGANIC GROWTH

11. Cultural Challenge
WaysofThinking
Behaviour
Values
Principles ..
HARD TO CHANG: The Invisible Part
NO 1
Barrier to Agile Adoption
In a recent survey of CEO’s over half
of them believe consultants fail to
deliver on culture change
programmes!

12. Customer Centric v s Organisation Centric
Cul ture
Seeing Through
The ‘Looking Glass’

13. The S&P 500, or the Standard & Poor's 500, is an American stock market index based on the market capitalizations of 500 large companies having common
stock listed on the NYSE or NASDAQ.
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
-10.0%
-20.0%
-30.0%
-40.0%
-50.0%
Customer
Experience
Leaders
43%
S&P 500
Index
14.5%
Companies
with No
Focus on
Customer
Experience
33.9%
Customer experience leaders outperform the market
6-Year Stock (market) Performance of Customer Experience (CxP) Leaders verses S&P 500 (2007-
2012) and CxP Laggards
CumulativeReturn

14. WHAT ARE KEY THREATS
Customers are
empowered Competitors are not what or
who they used to be
Technology is enabling people— but disrupting business
“Most companies recognize that they cannot turn a blind eye to such a powerful force
shaping human behaviour. What worked yesterday to attract, engage and retain customers
may be fast becoming obsolete. So how can companies develop a customer relevant digital
business when change is the only constant and best practices are being redefined at warp
speed?”

16. Now What ?!!

17. DEVELOPE
A CUSTOMER FOCUSED
STRATEGY
(Customer Led)
Margin & Cost Conscious
(Not Cost Driven)
Technology Fuelled
(Not Technology Driven)
FOLLOW YOUR CUSTOMER
Not your competitor!

18. Customer Experience is the BRAND
Delight Your Customer
Flex Your
Platform
Re-Orient Your
Business
Agile Culture
Transform the business
and operating models
toward customer-
centricity and agility while
infusing innovation and
analytics into the core
culture.
Effective, Agile,
Delivers ROI
Power the business and
customer experiences by
optimizing the marketing,
content, and commerce
technology and
operations–scaled as
needed to perform.
Robust, Scalable,
Deployed Fast

19. Technology – fuelled, customer-led disruption will
continue to arrive on our doorsteps unexpectedly

20. Every company, no matter the product or service, is now
a technology company too, by default!

21. “Moving forward, companies will need to pursue
digital transformation in order to survive, let alone
be market leaders. It is often complex and requires
thoughtful investment. Yet the vision must be to
continually renew the strategy, culture, operating
model and infrastructure to flex the business on
an ongoing basis. Because anticipating customers’
needs and exceeding their expectations is
essential in a customer-relevant digital world.”
Commit To Think And Act Differently

22. As a Partner....
Chest of secrets
Order takers / operators
A necessary evil
Known, trusted advisors
Business peers
Business game changers
Reshape Stakeholder Perception

24. Strategic Role of The IT Business Partner
Company Strategy
Engaged, integrated, get involve and get out
of your box
Customers / Business Relationship
Understand and focus on the customer
journey and get IMMERSED / ENGAGED.
Be a partner / peer
Roadmap & Investment
Manage proactively, shape and provide
insight
Insight
Monitor, research and advise on new
technology. Focus on customer journey and
customer focused solutions and
digital transformation
Innovate

25. THANK YOU
Happy Agile House