Please join Acquia’s executive team as they share with partners how Acquia’s new product strategy will help the partner community build more sales opportunities and revenue growth. You will come away from this webinar knowing: Acquia’s vision, strategy, and opportunity in the DXP market How our products and roadmap will achieve this vision What our new product branding and packages are, and how these map to the old branding and packages New services opportunities available to partners New partner selling tools now available *Register and receive a $15 Voucher. Available to Acquia’s Partner employees only. Must attend to use the voucher.

2. Cements the CDO’s role as essential to innovation by
bridging the gap between Marketing and IT. We hasten
the transformation process by empowering teams across
the organization to create and deliver great customer
experiences with security, reliability, and at scale.
An Open platform provides new approach to digital
transformation by breaking down silos. Unique
combination of tools and technology increases agility
while maximizing existing investments and leaves the
door open for future innovation and integration.
Organizations that can move with and agility and
intelligence are more resilient businesses. We help you
prioritize innovation to respond to the rapidly shifting
market of today (and tomorrow) to be seen as a digital
experience innovator.
• Covid-19 has changed business. Our digital channels are now the
primary means of communication and engagement. We need to deliver
innovation, respond quickly online, and course correct based on rapidly
shifting market and customer requirements.
• Competitive pressure has exploded. Your business is being
squeezed by competitive pressure both from digitally native industry
disruptors and market leaders across industries - both of whom are
better positioned to meet emerging consumer requirements for
convenience and speed.
• Consumers pressure has exploded. Consumers are fully in control.
They want access to brands on their terms, with digital channels leading
the way.
• Your business is at risk, now than ever before (risk is
proliferating). Security threads are more mature, compliance is more
complex, and digital disruptors are cutting into your profits and your
business models. On top of all that, your margins are tight and you are
charged with doing more less due to market contraction
• Time is of the essence. The market favors the first movers. You can’t
wait 3 to 5 years for the digital first infrastructure now.
1. We move too slow. Your business is moving too slowly to respond
to the digital only requirement. It takes too long to build new sites,
launch new campaigns, and get to market.
2. We aren’t smart enough. Lack of data and insight on
consumers/customers translates to poor customer experiences and
ineffective marketing. This results in higher cost of acquisition, lower
retention rates, and loss of market share. (less value per customer,
more churn). Spending more than we should on marketing.
3. The business isn’t aligned. There is an increasing disconnect
between speed of marketing innovation and speed of IT operations
impacting marketing agility, competitiveness, and cost of customer
acquisition.
4. Risk is everywhere. Security protections are expensive, gaining
compliance it difficult and can take months or even years. Our
business isn’t resilient enough to respond to a dynamic market.
5. Our size, scale, and historical operations are an impediment.
Centralization of IT and Marketing decreases risk but creates
bottlenecks, hampering the organization's ability to get new projects
out.

3. 1. We move too slow. Your business is moving too slowly to respond to the digital only
requirement. It takes too long to build new sites, launch new campaigns, and get to
market.
2. We aren’t smart enough. Lack of data and insight on consumers/customers
translates to poor customer experiences and ineffective marketing. This results in
higher cost of acquisition, lower retention rates, and loss of market share. (less value
per customer, more churn). Spending more than we should on marketing.
3. The business isn’t aligned. There is an increasing disconnect between speed of
marketing innovation and speed of IT operations impacting marketing agility,
competitiveness, and cost of customer acquisition.
4. Risk is everywhere. Security protections are expensive, gaining compliance it
difficult and can take months or even years. Our business isn’t resilient enough to
respond to a dynamic market.
5. Our size, scale, and historical operations are an impediment. Centralization of IT
and Marketing decreases risk but creates bottlenecks, hampering the organization's
ability to get new projects out.

4. The Chief Digital Officer is charged with driving digital
innovation and transformation across the business.
Simultaneously, they are responsible for the customer
journey and leading customer centric initiatives. Their
ultimate goal is driving growth. They are required to not
only to rethink and recalibrate old business models, but in
some cases, to challenge an organization's fundamental
way of thinking and operating. While a CDOs overarching
goals are often agreed upon across the organization, they
may meet considerable resistance when it comes to
updating specific process or adopting new technology or
way of thinking. CDOs are challenged to show success,
and to do so quickly, to validate the importance of this
emerging role in the C-Suite. The odds are stacked against
them. Less than 30% of digital transformations succeed.
Digital transformation is by all accounts, a “massive
opportunity” to move an organization forward.
Professionally, successful CDO’s are often promoted
to company President or CEO. CDOs also have the
opportunity to expand their influence to become an
emerging class of business and technology leader, in
some cases being end to end accountable for
everything from product propositions to the technology
● Strategic digital leader for the business. Sets the strategy and vision across teams
and orgs for how to “transform” and what transformation looks like.
● Focused on moving analog processes to digital to improve businesses efficiency.
● Playing “peacekeeper” to keep initiatives on track, not only with the CEO but also
the Marketing and IT teams as they fight the battle between centralization of IT vs
freedom to create and innovate.
● “One by one” digital transformation, taking on adoption and implementation of
specific business technology or focusing on certain lines of business (or product)
considered high priority or high value.
● Responsible for adoption of new technology investments and validation of spend.
● Debating technology investments between large enterprise platforms vs best of
breed point solutions approach to meet specific needs.
● Inconsistent reporting and ROI on the progress of a digital transformation
● May report to CEO, CIO, or CMO depending on the type of business.
● Have the organization digitally prepared to respond to emerging
marketing trends
● Wants to fundamentally change the business in ways that lead to
not only efficiency, but profitability.
● Wants a greater voice and influence and seen as trusted digital
advisor and innovator to C-suite and Board of Directors.
● Digital transformation initiatives to be seen as innovative, exciting
projects rather than burdensome.
● Flexible tech stack that integrates and users preferred tools for
developers, IT, and marketing.
● Deliver innovative, scalable solutions that create value by providing
global governance and control combined with freedom to foster
innovation and creativity. Maximum agility with minimal risk and
cost.
● Act an enabler rather than bottleneck of day to day transformation,
providing transformation tools that don’t require hand holding.
● Implement new technology and processes that enable teams while
utilizing data and services from legacy systems for faster time to
value.
● Digital investments connected to enterprise KPIS
● We can’t meet both IT and Marketing’s requirements or preferences for technology
● We need to be more agile, but democratization of IT and marketing exposes business
risk
● We need 3-5 years to digitally transform.
● We need to move off our legacy platforms, especially in Marketing
● Customer experience should be at the centerpiece of everything we do
● We need a quick transformation win
1. 3-5 year business transformation plan
2. All new platform and systems
3. Business automation and efficiency
4. Focus on integrated backed technology
1. Digital value ASAP
2. Integrate with tools and systems that work well/are
homegrown
3. Profitability and growth
4. Connected customer experience

5. The Chief Digital Officer is charged with driving digital innovation and
transformation across the business. Simultaneously, they are
responsible for the customer journey and leading customer
centric initiatives. Their ultimate goal is driving growth.
They are required to to rethink and recalibrate old business
models, in some cases, to challenge an organization's fundamental
way of thinking and operating. While a CDOs overarching goals are
often agreed upon across the organization, they may meet
considerable resistance when it comes to updating specific process
or adopting new technology or way of thinking. CDOs are challenged
to show success, and to do so quickly, to validate the importance of
this emerging role in the C-Suite. The odds are stacked against
them. Less than 30% of digital transformations succeed.
Digital transformation is by all accounts, a “massive
opportunity” to move an organization forward.
Professionally, successful CDO’s are often promoted
to company President or CEO. CDOs also have the
opportunity to expand their influence to become an
emerging class of business and technology leader, in
some cases being end to end accountable for
everything from product propositions to the technology
required to deliver them to customers.