Simply boosting top-line metrics, such as profitability, aren't enough to position digital transformation as a success. Pervasive access to data and insights are critical as consumer demands shift alongside technological advancements. We explore the mechanisms for knowledge dissemination that answer the rapid evolution of today's world and how to push organizations up the S Curve of Growth through digital transformation. https://www.rocketsource.co/blog/organizational-growth-via-digital-transformation/?utm_source=slideshare&utm_medium=social&utm_campaign=profile-page&utm_term=digital-transformation

1. The Incidental Science of Organizational
Growth via Digital Transformation

2. Fostering consistent growth means navigating inflection points using a
data-informed, insights-centric strategy within a framework, such as the
StoryVesting business transformation framework .
The Foundation of Organizational Growth
Along the S Curve of Business.
S-Curve of Growth Inflection Points StoryVesting Framework

3. The people within the organization are
the conduits of innovation and
transformation, so employee
engagement is critical to enabling digital
transformation.
Incremental growth of hard and soft
skills of the employees is a prerequisite of
transformation and the StoryVesting
framework.
Personnel Enablement:
Enabling Your Biggest Asset.
34% of U.S. workers are engaged in their jobs
U.S. EMPLOYEE ENGAGEMENT TREND
% Engaged % Actively Disengaged

4. Organizations that can drive
engagement among team members can
reduce the stress of being present but
overworked or ineffective at work.
“An estimated one million workers miss
work each day because of
stress, costing companies an estimated
$602 per employee per year.”
-Health Advocate
Employee Enablement &
Engagement.
1,000,000
Workers miss work each day resulting in
~$602
lost funds per employee per year

5. T-Shaped employees are hyper-specialized in their area which makes it
difficult to share knowledge from one department to the other creating a
insights gaps between departments. V-Shaped employees are highly skilled
in one area with knowledge about other roles related to theirs.
T-shaped Teams vs. V-Shaped Teams.
Client support
● Pains
● Motivations
● Solutions
First-time buyer
● Pains
● Motivations
● Solutions
V-Shaped TeamsT-Shaped Teams

6. V-Shaped team roles overlap with each other, enabling them clear
communication about critical tasks driving transformation initiatives
A Team Growth Mindset Accelerates Collaboration.

7. The processes you use to
leverage your talent pool
have a big impact on the
rate of business
transformation.
There is an 800%
productivity gap
between mediocre and
exceptional performers
for high complexity tasks.
Business Process Management.
800%
125%
85%
50%Low Complexity
Medium Complexity
High Complexity
Very High Complexity
Productivity Gap Between Complexity

8. As processes become more complex and
convoluted the need for transformation
management increases.
Agile operations allow organizations to
become more productive throughout
complex initiatives.
Simplifying the Complex.
Agility
94% of executives say that agility is
critical to their organization’s
success, but only 6% believe their
organization is agile today.

9. Without the right platforms to facilitate
communication, you could
unintentionally stunt transformation.
The formation and dissemination of
knowledge requires dynamic cooperation
among teams and the reduction of data
silos.
Platforms: Democratizing
Innovation.
$530,000,000,000
Will be spent on cloud technologies
by 2021- IDC
~90%
Will be spent on multi-cloud solutions

10. Up to 35% of value-added
collaborations came from only
3% - 5% of employees. -
Harvard Business Review
Leaders regarded by
colleagues as the best
information source have
the lowest engagement and
satisfaction scores.
In Demand, Yet Disengaged.
Share of colleagues
wanting greater
access to the person
100%
Share of colleagues
who consider the
person an effective
source of information
80%
60%
40%
20%
0 20% 40% 60% 80% 100%

11. The phenomena of the digitally-driven world changed the very fabric of
how organizations reach and engage consumers, disrupting industries
and putting an end to new SMBs surrendering to legacy enterprises.
Digital Transformation is Changing the Playing Field.
20% Growth
“Even for the tech business,
this is hyper-growth. And for
financial services, it’s
unheard of.” - CEO Bill Harris

12. Bill Schmarzo deems that the more data and analytics get used, the
more accurate, more complete, more robust, more predictive and
consequently more valuable they become
Schmarzo Economic Digital Asset Valuation Theorem

13. Cost Reductions Driving
Digital Transformation.
* Tech Pro, Cloud Industry Forum, and Ensono
70% of organizations are undergoing a
digital transformation initiative with cost
savings as the primary driver.*
The challenge is, most of the key
performance indicators (KPIs) tracking
digital transformation don’t align with
cost savings as the primary objective.
72% of IT respondents
quoted cost savings as
the primary driver...
-while only 68% of
business decision
makers said the same
Key Metrics of Digital Transformation Success
Cost Savings
Customer Satisfaction
Profitability
Customer Retention

14. We, as people, crave human interaction
and the buying process is no different.
Although cost reduction feels like a silver
bullet solution, the exclusive focus takes
the personalized interaction out of the
purchase process destroying the
experience.
The Problem With Cost
Savings As the End Goal.
* Tech Pro, Cloud Industry Forum, and Ensono

15. Focusing on key elemental
human behaviors is where
automation, data looping,
and AI deliver the most
value.
Aligning the organization
with the emotional and
cognitive triggers of the
consumer can be enough to
shift momentum.
Digital Growth Depends on Business Models.
The Growth of Organizations That Solve Fundamental Problems for
Their Consumers
Lyft Annual Completed Ride Growth Number of Guests Staying with Airbnb Hosts During
the Summer
500M
50M
250M
100M
17M

16. When an organization says they’re too busy to undergo digital
transformation, it’s a clear signal they’re resisting imminent and
necessary change — and studies show many organizations don’t seem
ready for the work digital transformation requires.
Digital Transformation Takes Time.
82%
Of organizations feel
understaffed and unable
to hire the software
engineers they need.
72%
Don’t believe they can
scale to keep up with
business demands.
20%
Have over 50 major
development requests
in their backlog.
* Appian and DevOps.com

17. Kenmore appliances saw a slow and steady decline from a healthy 40%
market share to only 16% in 2016. They approached digital transformation
in a last ditch effort by partnering with Amazon. While they saw a
temporary spike in stock price, the partnership proved to be too little too
late.
Sears Slow and Steady Decline.
Partnered
With
Amazon
+15.58%
$117.87B
$16.7B

18. To run an intelligent
operation, you shouldn’t
focus on being
data-driven, but rather,
insights-centric.
Taking an
insights-centric approach
is critical as you aim to
tell an understandable
and actionable story with
data.
Pervasive Insights Are the New Economies of Scale.
* Tech Pro, Cloud Industry Forum, and Ensono
Data - Driven vs. Insights - Centric
Insights-centric cultures use data to
answer the business WHY:
ᅟᆞWhy behind customer behavior
ᅟᆞWhy behind market shifts
ᅟᆞWhy employees disengage
Data-centric cultures use data to
inform & validate; not drive decision
making
Data-driven culture goes sideways
when data are used as an absolute

19. Every organizational function must work on digital transformation.
Digital transformation requires the convergence of tech, data, visualization,
creative, content, customer experience, user experience, human resources, and
more.
Accelerated Economic Value Via Pervasive Insights.
* Harvard Business Review
87%
Of organizations say that
digitalization is do-or-die.
66%
Of CEOs expect their
companies to change
their business models.
62%
Of CEOs say they already
have management
transformation programs
underway.

20. “GE reached too far
outside its expertise and
too fast, and it became a
financial black hole.” -
Steven Winoker, Analyst
at UBS.
GE threw millions of
dollars at digital
transformation only to be
forced to cut back and
take a more calculated
approach.
Strategic Growth is Critical in Digital Transformation.
U.S.DOLLAR
A Timeline of Failed Digital Transformation

21. In order to increase our
level of explicit
knowledge, we must
cultivate an environment
that’s tacit in nature.
This is known as a
socialisation system,
which is the conversion
of personal tacit
knowledge and tacit
knowledge shared by a
group.
Disseminating Tacit and Explicit Knowledge.
Explicit vs. Tacit Knowledge

22. Without the right platforms to facilitate
communication, you could
unintentionally stunt transformation.
The formation and dissemination of
knowledge requires dynamic cooperation
among teams and the reduction of data
silos.
Platforms: Democratizing
Innovation.
$530,000,000,000
Will be spent on cloud technologies
by 2021- IDC
~90%
Will be spent on multi-cloud solutions

23. The Semantic Feedback
Loop.
TACIT INFORMATION
EXPLICIT INFORMATION
Spiral Evolution of Organizational Knowledge
Creation & Sharing
The semantic feedback loop is how
organizations build a more connected
organization by disseminating both tacit
and explicit knowledge.
These loops continually circle and bounce
between the various types of knowledge
to increase productivity and drive growth.

24. The Concept of Ba.
Ba is a platform and
shared space for
advancing individual
and collective
knowledge. It is the
context which harbours
meaning.
Participating in ba
means getting involved
and transcending one’s
own limited perspective
or boundary.
TACIT INFORMATION
EXPLICIT INFORMATION
Socialization
Internalization
Combination
Externalization

25. Bioholonics: A Scientific
Approach to the Complex.
Living things create macroscopic
information, consolidating the functions
of each autonomous element.
Like a heart, teams must beat in
harmony to create a durable,
trouble-free, and efficient operation.

26. Unlocking the Potential of
Digital Transformation. The Four Types of Digital Maturity
●Experimented with trendier
digital applications with varied
success at creating value
●Have not implemented digital
initiatives with a connective
strategy -most digital initiatives
are experiments or pilots
●They understand how to drive
value with digital transformation
●They leverage proper
leadership, governance, and
culture to accelerate their work
with digital technologies
●Use more traditional systems
and unlikely to have a digital
savvy leadership team in place
●Not planning any type of
transformation management
Digital transformation requires the
intersection of two elements — digital
intensity and transformation
management intensity.
Your organization’s digital maturity is
determined by where you fall on those
two axis.
● Favor prudence over
innovation
● Understand the need for a
strong digital vision and data
governance, but are missing the
advantages that can be realized
from digital.
TRANSFORMATION MANAGEMENT INTENSITY
DIGITALINTENSITY

27. Digitari experience
higher financial
performance.
These benefits are
realized and achieved by
extracting insights
through the
humanization of
quantitative and
qualitative data, and
building insightful
journey analytics. .
Digitari Outperform the Competition.
Revenue Generation
Conservatives
Market Value
Profitability
Fashionistas:
Digitari:
Beginners:
Conservative:
Fashionistas:
Digitari:
Beginners:
Conservative:
Fashionistas:
Digitari:
Beginners:
Conservative:
Fashionistas Digitari
Beginners

28. The Customer Insights Map.
The customer insights map is
where we apply data,
analytics, and insights to the
traditional journey map,
making knowledge more
understandable and
actionable organization-wide.

29. By focusing exclusively on marginalizing costs, you’re at risk of
misaligning key performance indicators used to track digital
transformation success.
Having a holistic, combinatory system for full-scale democratization
is needed to drive digital transformation. Yet few to none can say
they have achieved a fully democratized digital infrastructure.
Developing a synergy of efforts across the organization is the real
power to driving digital transformation.
Bringing it Together.

30. Insulate your business
from disruption.
Learn more at
RocketSource.co