Publicité
Publicité

Contenu connexe

Présentations pour vous(20)

Similaire à Digital transformation masterclass june 2016(20)

Publicité
Publicité

Digital transformation masterclass june 2016

  1. Managing Digital Transformation Masterclass June 2016 jo.caudron@duvalunion.com / @jcaudron / +32 475 43 80 98
  2. Hi, I’m Jo Caudron Active in digital since 1993 Internet entrepreneur involved in 20+ start-ups. Founding Partner of Are you an active social media user? Do you embrace new technology? Do you get your kicks from new business models? Who are you?
  3. @jcaudron A story about Transformation Sold in 40 countries!
  4. @jcaudron • we are a digital and innovative marketing consulting company • founded in 2009 as Dearmedia, now the nucleus of the Duval Union ecosystem • we work for large European clients • we have a strong vision on the impact of digital and act accordingly • we are advisors, writers, coaches and entrepreneurs Long term strategy Short term strategy Fixing the basics
  5. @jcaudron
  6. Digital Transformation is a complex and never-ending journey
  7. TRANSFORMATION STRATEGY ROADMAP DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS
  8. • INSPIRATION • IMPACT ANALYSIS • IDEATION • TRANSFORMATION VISION • MISSION • STRATEGIC MODELS • TRANSFORMATION ROADMAP PEOPLE PROCESS PLATFORM TRANSFORMATION STRATEGY TRENDWATCHING STRATEGY • TREND HUB • START-UP DATABASE • QUALITATIVE STORIES • DIGITAL AGENDA PLANNING • ASSESSMENT • CONTAINMENT • DEVELOPMENT DIGITAL LEADERSHIP • TEAM SCOPING & DEFINITION • CDO SCOPING & REQUIREMENTS • ASSISTANCE IN RECRUITMENT INSTALL DIGITAL OFFICE • CDO AS A SERVICE • RUN DIGITAL OFFICE AD INTERIM • STAFF DIGITAL OFFICE AD INTERIM RUN DIGITAL OFFICE Capabilities & Leadership Solutions Customer Engagement Solutions• SOCIAL STRATEGY & POLICY • TRAINING COACHING • CONTENT MARKETING PRINCIPLES DEFINE CHANNELS • SOCIAL CHANNEL SET-UP • CONTENT MARKETING SET-UP • AMBASSADORSHIP SET-UP BUILD CHANNELS • SOCIAL MNGR AS A SERVICE • CONTENT MNGR AS A SERVICE • STAFF SOCIAL TEAM AD INTERIM • STAFF CONTENT TEAM AD INTERIM RUN CHANNELS Service, Product & Platform Design• STRATEGIC REQUIREMENTS • FUNCTIONAL REQUIREMENTS • SERVICE DESIGN • RFP PREPARATION DIGITAL • PARTNER/VENDOR SELECTION • DEVELOPMENT COACHING & GUIDANCE PARTNERS • PROJECT MANAGEMENT • PROGRAM MANAGEMENT PROJECTS & PROGRAMS OPERATIONDEPLOYMENT Business Guidance • BUSINESS MODEL DEFINITION • START-UP BOOTCAMPS BUSINESS • INCUBATION • INVESTMENT • VTC KICK-OFF START-UP • START-UP COACHING • BOARD ADVISORY • RUN VTC RUN START-UP THE BORING VERSION
  9. Part 1 Setting the stage, about Digital Transformation
  10. TRANSFORMATION STRATEGY ROADMAP DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS
  11. Digital disruption is real. Expect a smack in the face…
  12. who is your…
  13. 100.000jobs in banking got lost in 2015, because of digital disruption (Antony Jenkins, the former CEO of Barclays)
  14. Where did the money go?
  15. @jcaudron Disruption Modeling Transformation You have a choice
  16. @jcaudron Disruption Modeling Transformation You have a choice Fear Insight Direction
  17. 1995+ Music Photography Video Rental … 2010+ Print Media TV Travel HR … 2015+ Retail Healthcare Automotive Education Telco Food FMCG Banking/Insurance … 2020 All Safe havens will be subject to digital disruption … WAVES OF DISRUPTION
  18. @jcaudron What can we learn?
  19. @jcaudron What can we learn?
  20. Digital Disruption is a story of… %
  21. This is NOT our story YOU THEM We are COMPLIANT! We are a TRUSTED partner! We have DECADES of experience! We are on SOCIAL MEDIA!
  22. THIS is our story: the substantial minority YOU THEM We are COMPLIANT! We are a TRUSTED partner! We have DECADES of experience! We are on SOCIAL MEDIA! But your app sucks I want experience Uhh..ok Cheaper AND better service? Hey this solves my problem! I don’t want to wait a week
  23. The Tipping Point YOU THEM
  24. Part 2 Understanding Digital Disruption
  25. Lack of understanding creates fear
  26. Putting things in a frame creates insights
  27. • What can we learn?
  28. Glass House Package Frog GatekeeperTraveller Participant Cyborg THE WHEEL OF CHANGE New experts and our peers decide what matters People participate, share and co-create their future Technology becomes part of everything we do The relationship with the market changes New experiences in product, service & packaging The position in the value chain changes Mobile gives access to everything, everywhere, every time
  29. Glass House Package Frog GatekeeperTraveller Participant Cyborg Media
  30. Glass House Package Frog GatekeeperTraveller Participant Cyborg versus Retail
  31. Glass House Package Frog GatekeeperTraveller Participant Cyborg Food
  32. Glass House Package Frog GatekeeperTraveller Participant Cyborg New experts and our peers decide what matters People participate, share and co-create their future Technology becomes part of everything we do The relationship with the market changes New experiences in product, service & packaging The position in the value chain changes Mobile gives access to everything, everywhere, every time Banking
  33. Glass House Package Frog GatekeeperTraveller Participant Cyborg Health
  34. Glass House Package Frog GatekeeperTraveller Participant Cyborg Auto- motive
  35. Glass House Package Frog GatekeeperTraveller Participant Cyborg versus Publishing
  36. Glass House Package Frog GatekeeperTraveller Participant Cyborg Who’s next? New experts and our peers decide what matters People participate, share and co-create their future Technology becomes part of everything we do The relationship with the market changes New experiences in product, service & packaging The position in the value chain changes Mobile gives access to everything, everywhere, every time Client Product Channel CompetitionPlace Group Technology
  37. So, did this scare you or inspire you?
  38. Part 3 Creating a Digital Transformation Strategy
  39. TRANSFORMATION STRATEGY ROADMAP DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS
  40. • Intake report, not for broad distribution StepsDeliverables • 1d client time • SPOC + key people Specs • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group • Roadmap of problems and solutions • Digital Agenda with high- level architecture consisting of prioritized building blocks • Programs and projects for transformation • 2d client time • Concept Group • High-level business cases for 2-3 selected programs • 2d client time • Business Group • Final report • 0,5d client time • Concept Group Deskwork Interviews Workshop Day 2 Deskwork Workshop Day 1 Deskwork Workshop Day 5 Deskwork Workshop Day 4 Workshop Day 7 Deskwork Workshop Day 6 Workshop Day 3 Deskwork Closing presentation next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps Digital Transformation: 5 steps from Strategy to Execution
  41. 1. Start • Project organization • Deskwork & Research • Intake interviews • Intake report, not for broad distribution • 1d client time • SPOC + key people 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps Deskwork Interviews Deskwork Via desk research and targeted interviews we create the basic strategic and tactical insights to understand the customer, the market, the (digital) challenges and opportunities. The outcome is a detailed interview-document that is not for broad distribution but captures the key insights, fears, opportunities, … as expressed by the people interviewed. 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps Digital Transformation: 5 steps from Strategy to Execution
  42. • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group Workshop Day 2 Deskwork Workshop Day 1 Workshop Day 3 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps During the first days of the strategy workshops, we work around the 3i principle: Inspiration, Impact, Ideation. The basis for the impact analysis is an extended slide deck with relevant cases of digital disruption in the clients industry. We give dozens of relevant disruptive examples, grouped by our 7 metaphors of disruption. Digital Transformation: 5 steps from Strategy to Execution
  43. • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group Workshop Day 2 Deskwork Workshop Day 1 Workshop Day 3 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps Based in the discussion triggered by the examples, we perform an impact analysis that is captured in a scorecard, visually showing the current digital readiness of the company. Digital Transformation: 5 steps from Strategy to Execution
  44. 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group Workshop Day 2 Deskwork Workshop Day 1 Workshop Day 3 The third outcome of this phase is a list of possible ideas focussed around the 7 metaphors of disruption. These ideas will be used later to map on the market problems. Digital Transformation: 5 steps from Strategy to Execution
  45. 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group Workshop Day 2 Deskwork Workshop Day 1 Workshop Day 3 One part of the exercise is to capture the situation of the company: internal culture, the ability to execute (resources, capabilities, …) and the market situation. Digital Transformation: 5 steps from Strategy to Execution
  46. 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group Workshop Day 2 Deskwork Workshop Day 1 Workshop Day 3 The last day in the exercise is used to create a transformation vision and to translate this into a clearly defined transformation strategy. This is done by means of scenario planning, providing a description of 4 possible futures. Digital Transformation: 5 steps from Strategy to Execution
  47. 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Concept • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group Workshop Day 2 Deskwork Workshop Day 1 Workshop Day 3 Based on the preferred future (the transformation vision), a transformation mission is defined and translated into strategic models, actions on the level of people, process and platform. Digital Transformation: 5 steps from Strategy to Execution
  48. • Roadmap of problems and solutions • Digital Agenda with high- level architecture consisting of prioritized building blocks • Programs and projects for transformation • 2d client time • Concept Group Workshop Day 5 Deskwork Workshop Day 4 Deskwork 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda Digital Transformation: 5 steps from Strategy to Execution
  49. Problem Thinking
  50. Innovation, the new way “Houston, we have a (great) problem”
  51. We are not looking for Great Ideas
  52. We are looking for Great Problems (that need solving)
  53. Great Problems are rooted in strong emotions caring, comfort, convenience, security, curiosity, greed, love, ego, laziness, belonging, …
  54. Great Problems need Great Solutions People are not looking for products, services or technology, they are looking for solutions to their problems.
  55. Great Solutions consist of one or more functions They are facilitated by relevant technology They are delivered through products or services
  56. Great Solutions have a clear “Currency of Change” These are the benefits that will drive the adoption of this innovative solutions. What is the positive change, you bring to the lives of people? Is it big enough to change peoples preference? (financial) benefits, speed, convenience, belonging, …
  57. Most current game changers are not based on high-tech. They are based on a better way to solve a basic problem, using simple and relevant technology, to actually improve peoples lives…
  58. “I have a great idea: let’s build a connected fridge!” “OK, what problem(s) would that solve?” Fresh food, safety Inspiration and help Convenience (e-shopping) “What solutions would also solve the problem”? A connected fridge Food sensors (as you eat) A daily personal butler services for groceries “Products we could build” Imagine a day at Samsung
  59. Step 1: Define Stakeholders Step 2: List Problems Step 3: Prioritize Problems Step 4: List Solutions Step 5: Apply Transformation Funnel Step 6: Write Digital Agenda Step 7: Detail Key Programs
  60. The Classics The Converted The Digital The Ruptured (mentally) older generation that will not go digital soon no longer open to changes brought by digital they make you stretch the traditional business as long as possible slowly getting involved with digital and embracing it. they expect the digital services to be a translation of the traditional services. most of the digital investments today are focused here, but this is mainly fixing the basics still knows the old business models and logic, but that is already adopting a new behaviour and new business models and services. first adopters of entirely new business models (cfr. Netflix, Uber, …). Invest in this too raised with new concepts, with no recollection of the old models use a broad variety of business models and technologies digital natives, the children that grow up with tablets, apps and everything on-demand. Traditional model Traditional channels Traditional models Digital channels New models Digital channels Everything new Incumbents (you) Challengers (them)
  61. Mapping the problems Jobs Gains Pains Negative emotions, undesired situations, risks, roadblocks. Positive emotions, improvements, benefits, desires. Responsibilities, tasks, to do’s, work Stakeholders
  62. Value Proposition Canvas Jobs Gains Pains SolutionsProblems Gain creators Pain relievers Products & Services Negative emotions, undesired situations, risks, roadblocks. Positive emotions, improvements, benefits, desires. Responsibilities, tasks, to do’s, work Benefits of the solution that make stakeholders prefer it. Features of the solution that solve the problems of stakeholders. The solutions to the gains and pains.
  63. The Options - what is ideal? One solutions solves many problems for multiple stakeholders One problem can be solved with many solutions One problem is solved by a single solution
  64. • Roadmap of problems and solutions • Digital Agenda with high- level architecture consisting of prioritized building blocks • Programs and projects for transformation • 2d client time • Concept Group Workshop Day 5 Deskwork Workshop Day 4 Deskwork 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda The first step in the definition of key market problems Next we map creative ideas and solutions on each of the key problems. Only ideas with good problems behind will survive Based on a strategy decision funnel, we then define the key programs for the Digital Agenda. These are both foundation and innovation programs Digital Transformation: 5 steps from Strategy to Execution
  65. DIGITAL AGENDAUPGRADINGFOUNDATION xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx CRM & data driven business Transformation Office xxxxx Team (follow channel & product innovation + evolutions in society) Legislation & lobbying program Social Media Program Content - MKT - CSR - new players Internal community inform, inspire, engage Ambassador ship program Scout partners for utility communities business development PEOPLE-PROCESS- PLATFORM Manage external relationship ONTOPINNOVATION 100% REDUCE xxxxxx COLLECT xxxxx xxxxx
 AT SCHOOL EDUCATE ON xxxx xxxx XXXX PLUS PROGRAM Different XXXX experiences Activate real-world communities TRANSPORT FACILITIES WITH DYNAMIC DELIVERY (B2B > retail > consumer) Other packaging formats MARKETING INTELLIGENCE GROUP POWER SOCIALIZED XXXX SMART xxxxx with retailers IN-STORE WEBSHOPPING
  66. 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next stepsA selection of 2 to 3 concrete programs are more detailed in a first business case based on the selected modus (corporate case or start-up case). The case is high-level, based on a digital-first setting, and serves as a starting point for further elaboration by the client. When needed, this can be extended in order to dive deeper into specific cases and to define more cases • High-level business cases for 2-3 selected programs • 2d client time • Business Group Workshop Day 7 Deskwork Workshop Day 6 Digital Transformation: 5 steps from Strategy to Execution
  67. 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 1. Start • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 4. Business Case • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps • Final report • 0,5d client time • Concept Group Closing presentation next steps Presentation of the management summary to the client key stakeholders. Discussion of the possible next steps in the transformation process. Digital Transformation: 5 steps from Strategy to Execution
  68. • Intake report, not for broad distribution StepsDeliverables • 1d client time • SPOC + key people Specs • Digital Disruption Inspiration document • Impact Analysis • Future scenarios + Transformation Vision • Transformation Strategy: mission, people, process, platform • 3d client time • Strategy Group • Roadmap of problems and solutions • Digital Agenda with high- level architecture consisting of prioritized building blocks • Programs and projects for transformation • 2d client time • Concept Group • High-level business cases for 2-3 selected programs • 2d client time • Business Group • Final report • 0,5d client time • Concept Group Deskwork Interviews Workshop Day 2 Deskwork Workshop Day 1 Deskwork Workshop Day 5 Deskwork Workshop Day 4 Workshop Day 7 Deskwork Workshop Day 6 Workshop Day 3 Deskwork Closing presentation next steps 1. Assessment • Project organization • Deskwork & Research • Intake interviews 2. Strategy • Workshops 1 & 2,
 Inspiration, Impact & Ideas • Workshops 3, 
 Scenario Planning + Strategy Development 3. Roadmap • Workshops 4 & 5, 
 Business Idea Development + Digital Agenda 4. Business Cases • Workshops 6 & 7, 
 Detailing of selected ideas/ projects in business cases 5. Debriefing • Final session with key stakeholders • Discussion of possible next steps Digital Transformation: 5 steps from Strategy to Execution
  69. Part 4 Create Digital Leadership
  70. DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE TRANSFORMATION STRATEGY ROADMAP CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS
  71. Your Market Your Company Your Leadership Digital Leadership Assessment The Age Test Is this you?
  72. Your Market Your Company Your Leadership Digital Leadership Assessment The Age Test Guess who’s this
  73. Digital Leadership Assessment The 7x7 Test Who’s an (active) user? CEO Sales Mkt CIO COO HR CFO … Facebook V X Twitter X X LinkedIn V V Snapchat X X Youtube V X Smart- phone V V Tablet V X … Pick 7 (or more) relevant digital activities Score your leadership team on active usage/ understanding If a member doesn't score at least 4 out of 7, he’s out. In Out If the majority of leadership is out, the company is out
  74. “If you can't understand the new world of digital, fire yourself. Build an executive team that is digital-first (when problems arise, the first solution is always digital). Make sure there is a techie on the board of directors. If the board has a low digital IQ, the company will have a low digital IQ” George Colony CEO Forrester Research So, where are you? How digital is your company? Digital Leadership
  75. The ideal situation CEO Ideally your CEO is the digital lead CIO COO CbsOSalesMkt
  76. The ideal situation CEO Ideally your CEO is the digital lead Unfortunately she/he is probably not. CIO COO CbsOSalesMkt Is the CIO the digital lead? Is the CMO the digital lead?
  77. DIGITAL OFFICE You need Digital Leadership, on all levels CIO COO CbsOSalesMkt CDO Virtual Digital Leadership Team Board of Directors Shareholders CEO Vertical focus, based on traditional technology, platforms, processes Transversal focus, based on business models, agility, change, people, … Vertical focus, based on channels, media, communication, marketing, …
  78. DIGITAL OFFICE You need Digital Leadership, on all levels CIO COO CbsOSalesMkt CDO Virtual Digital Leadership Team Board of Directors Shareholders CEO ? Transversal focus, based on business models, agility, change, people, … The CDO • general manager with change management skills • Leadership • P&L-driven • Definition of strategy • Execution of results • Relationship-building and using influence • Demonstrating cultural sensitivity • Knowledge of digital business models • Experience with Transformation of products and technology capabilities (from analog to digital) • Experience in developing new channels in a fast and agile business way • A real passion about (deep-)technology • He’s in charge of the digital agenda, wherever it happens: the Factory, the Guesthouse or the Garage
  79. Sales Marketing&Communication Service&Support HR (Digital)Technology PR&ExternalCommun. R&D&Enterprise2.0 Digital Business Models Are you locked-up in your vertical silo’s or can you create transversal business change? Sales Marketing&Communication Service&Support HR DigitalTechnology PR&ExternalCommun. R&D&Enterprise2.0
  80. Meet the CDOs “Being a CDO is what a good CIO should always have been doing - putting together business and technology in a way that helps business take a leap forward” Sean Cornwell, CDO of Travelex
  81. CEO-CDOs
  82. Atif Rafiq, CDO of : Lubomira Rochet, CDO of : Tanya Cordrey, CDO of : Sean Cornwell, CDO of : Ganesh Bell, CDO of : Previously worked in Silicon Valley at several businesses, from start-ups, to IPO’s, to large businesses. CMO-CDOs
  83. Dave Truzinski CIO of NII Holdings (wireless service to Latin America). In 2013, he was given the additional title of Chief Digital Officer. Richie Etwaru is IMS Health's chief digital officer “CTOs make companies cool, CIOs make companies efficient” Charlotte Svensson is currently CDO and CIO at Bonnier News. In previous years, Svensson held the position of strategic coordinating CIO at Bonnier News Sweden JJ Van Oosten, the Belgian former Tesco CIO, who helped the supermarket chain introduce their mobile platform, is now CDO at the German online retailer REWE Group. Benoit Fremaux, CIO & CDO of Fnac. CIO-CDOs
  84. Everyone is claiming this key position…
  85. 10 HYPER DISRUPTIVE BUSINESS MODELS Subscription Model Freemium Model Free Model Market Place Access over Ownership Hyper MarketExperience The Pyramid On Demand The Ecosystem HELLOFRESH DROPBOX FACEBOOK ALIBABA ZIPCAR ZALANDOTESLA AMAZON UBER APPLE
  86. Digital Transformation Fleet ?Are you the captain of a rigid (sinking) ship Are you the commander in chief of a fleet that changes the world? (no, this is NOT Captain Iglo, it’s Edward Smith from the Titanic)
  87. FOR Launchpad Radar Transformation Board 88 Transformation governance
  88. Transformation governance CDODigital Office CEO NL FR FINANCE OPERATIONS HR ITUK COMEX SCAN ANALYSE VALIDATE PLAN LAUNCH MANAGE EVALUATE Digital Board MINDSET MEANS MANDATE Recurrent_AdHoc_ Program 1 Program 2 … Digital Lead Digital Lead Digital Lead Digital Lead Digital Lead Digital Officer BE Sales Mkt Prod Fin HR•
  89. Transformation governance CDODigital Office CEO NL FR FINANCE OPERATIONS HR ITUK COMEX SCAN ANALYSE VALIDATE PLAN LAUNCH MANAGE EVALUATE Digital Board MINDSET MEANS MANDATE Program 1 Program 2 … Digital Lead Digital Lead Digital Lead Digital Lead Digital Lead Digital Officer BE Sales Mkt Prod Fin HR CEO & COMEX ‣ Validate the digital transformation strategy ‣ Approve the longterm means & mandates ‣ Define longterm decision cycles ‣ CDO is a member of the COMEX Recurrent_AdHoc_ •
  90. Transformation governance CDODigital Office CEO NL FR FINANCE OPERATIONS HR ITUK COMEX SCAN ANALYSE VALIDATE PLAN LAUNCH MANAGE EVALUATE Digital Board MINDSET MEANS MANDATE Program 1 Program 2 … Digital Lead Digital Lead Digital Lead Digital Lead Digital Lead Digital Officer BE Sales Mkt Prod Fin HR Digital board ‣ Headed by the CDO ‣ CEO is DB member ‣ Develop the digital strategy to be submitted to the COMEX ‣ Validate digital business cases ‣ approve and manage the short term means & mandates Recurrent_AdHoc_ •
  91. Transformation governance CDODigital Office CEO NL FR FINANCE OPERATIONS HR ITUK COMEX SCAN ANALYSE VALIDATE PLAN LAUNCH MANAGE EVALUATE Digital Board MINDSET MEANS MANDATE Program 1 Program 2 … Digital Lead Digital Lead Digital Lead Digital Lead Digital Lead Digital Officer BE Sales Mkt Prod Fin HR Digital Office ‣ Headed by a Chief Digital Officer ‣ Implement the decisions of the digital board ‣ Organise the digital office team ‣ Supervise the digital radar team ‣ Supervise the digital analysts ‣ Supervise the regional or divisional digital officers Recurrent_AdHoc_ •
  92. Transformation governance CDODigital Office CEO NL FR FINANCE OPERATIONS HR ITUK COMEX SCAN ANALYSE VALIDATE PLAN LAUNCH MANAGE EVALUATE Digital Board MINDSET MEANS MANDATE Program 1 Program 2 … Digital Lead Digital Lead Digital Lead Digital Lead Digital Lead Digital Officer BE Sales Mkt Prod Fin HR Digital Officers ‣ Run the digital agenda, launch, manage and evaluate digital business projects (regional or divisional) Recurrent_AdHoc_ •
  93. Transformation governance CDODigital Office CEO NL FR FINANCE OPERATIONS HR ITUK COMEX SCAN ANALYSE VALIDATE PLAN LAUNCH MANAGE EVALUATE Digital Board MINDSET MEANS MANDATE Program 1 Program 2 … Digital Lead Digital Lead Digital Lead Digital Lead Digital Lead Digital Officer BE Sales Mkt Prod Fin HR Digital Leads ‣ Digital liaisons for coaching & expertise Recurrent_AdHoc_ •
  94. Success factors of change Case Courage MINDSET MEAN MANDATE “license to win” “license to operate” “license to change” Capital
  95. SCAN Detect market, players & business models ANALYSE
 Analyse, prioritize, select & define cases VALIDATE Mindset - Means - Mandate + Case approval PLAN LAUNCH MANAGE EVALUATE DIGITAL AGENDA START-UPCORPORATE CORPORATE CORPORATE CORPORATE “Above the radar” “Below the radar” DIGITAL OFFICE DIGITAL BOARD M VP MVP START-UP START-UP START-UP
  96. Finding the right people 1 2 3 5 4
  97. Find the internal gems Recruit Acqui-hire 1 2 3 5 4 Finding the right people
  98. Part 5 From Strategy to Building
  99. DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY ROADMAP TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS
  100. UPGRADINGFOUNDATION xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx CRM & data driven business Transformation Office xxxxx Team (follow channel & product innovation + evolutions in society) Legislation & lobbying program Social Media Program Content - MKT - CSR - new players Internal community inform, inspire, engage Ambassador ship program Scout partners for utility communities business development PEOPLE-PROCESS- PLATFORM Manage external relationship ONTOPINNOVATION 100% REDUCE xxxxxx COLLECT xxxxx xxxxx
 AT SCHOOL EDUCATE ON xxxx xxxx XXXX PLUS PROGRAM Different XXXX experiences Activate real-world communities TRANSPORT FACILITIES WITH DYNAMIC DELIVERY (B2B > retail > consumer) Other packaging formats MARKETING INTELLIGENCE GROUP POWER SOCIALIZED XXXX SMART xxxxx with retailers IN-STORE WEBSHOPPING Remember this? But we can’t do everything, right?
  101. Program (a solution to a problem) StrategyVision Mission does it contribute to 
 our own strategy? does it solve market problems? is there a business case? what brand/country can claim it? OUT Internal External E-XXXXX / ECONOMY USER CONVENIENCE XXXXX XXXXX who are the
 stakeholders? • … • … • … • …
  102. UPGRADINGFOUNDATION xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx CRM & data driven business Transformation Office xxxxx Team (follow channel & product innovation + evolutions in society) Legislation & lobbying program Social Media Program Content - MKT - CSR - new players Internal community inform, inspire, engage Ambassador ship program Scout partners for utility communities business development PEOPLE-PROCESS- PLATFORM Manage external relationship ONTOPINNOVATION 100% REDUCE xxxxxx COLLECT xxxxx xxxxx
 AT SCHOOL EDUCATE ON xxxx xxxx XXXX PLUS PROGRAM Different XXXX experiences Activate real-world communities TRANSPORT FACILITIES WITH DYNAMIC DELIVERY (B2B > retail > consumer) Other packaging formats MARKETING INTELLIGENCE GROUP POWER SOCIALIZED XXXX SMART xxxxx with retailers IN-STORE WEBSHOPPING
  103. The Digital Agenda is made of Transformation Programs, not IT projects… Program “in-store webshopping” Screen selection UX optimization Back-end integration Store WiFi Transactional security … vs All of the above + … Sales strategy (long-tail, special collections, …) Program branding (In-store) marketing Staff training Staff incentive programs, … StrategyVision Mission
  104. PROGRAM: POS Webscreens What is the contribution we make to achieving the transformation strategy? What is the problem 
 we solve? Limited shelf-space Unhappy customer … Program Description: Bring Webscreens in our stores Internal External What is the timing of the program? 3 months 6 months 1 year 2 years 3 yearsNow Project list: Screen selection UX optimization Back-end integration Store WiFi Transactional security Sales strategy (long-tail, special collections, …) Program branding (In-store) marketing Staff training Staff incentive programs, … StrategyVision Mission
  105. POS Webscreens / Screens, UX, back-end CAPEX OPEX PROJECT OWNER: CIO What is the timing of the project? • IT • web-partner • logistics partner • Marketing • webshop • crm • beacons • front-end technology 3 months 6 months 1 year 2 years 3 years Stakeholders Involved Technology involved Now What is the contribution we make to achieving the transformation strategy? What is the problem 
 we solve? Limited shelf-space Unhappy customer … Internal External StrategyVision Mission Project Staff incentives Staff training
  106. SalesPROJECT Marketing&CommunicationPROJECT Service&SupportPROJECT HRPROJECT (Digital)TechnologyPROJECT PR&ExternalComm.PROJECT JustanotherPROJECT A Program From Silo Projects to Integrated Programs Sales Marketing&Communication Service&Support HR ASiloProject PR&ExternalCommun. R&D&Enterprise2.0
  107. Part 6 Running the (new) business
  108. BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY ROADMAP DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS
  109. SCAN Detect market, players & business models ANALYSE
 Analyse, prioritize, select & define cases VALIDATE Mindset - Means - Mandate + Case approval PLAN LAUNCH MANAGE EVALUATE DIGITAL AGENDA START-UPCORPORATE CORPORATE CORPORATE CORPORATE “Above the radar” “Below the radar” DIGITAL OFFICE DIGITAL BOARD M VP MVP START-UP START-UP START-UP
  110. It’s no longer about digital, it’s about business Corporate (comm) Strategy Digital Strategy Company Strategy Digital World
  111. From ... ... to The Business Digital (at the sideline) Digital in the core
  112. From ... ... to The Business Digital (at the sideline) The Business Digital (at the sideline)
  113. ... to The Business Digital (at the sideline) Digital in the core The Business Digital (at the sideline) Digital in the core Digital in the core Digital in the core From ...
  114. You’ll need balance between your traditional strengths and real innovations Traditional revenue steams new revenue steams
  115. Create your own Digital Transformation vision and plan1 Create Digital Leadership2 Innovate in the right place(s)3 Build the Transformation Fleet4 Change the culture5Sold in over 30 countries
  116. @jcaudron 1. The customer always decides
  117. @jcaudron 2. All things you do must start from a superior experience
  118. @jcaudron 3. From now on, you are an agile and flexible company
  119. @jcaudron 4. You live in a world of uncertainty
  120. @jcaudron 5. Always play on the offense instead of the defense
  121. @jcaudron 6. Don’t be afraid to cannibalize your own business
  122. @jcaudron 7. Never, ever, disrespect new or small players
  123. Policy Shelter
  124. Never, ever, disrespect new or small players The customer always decides All things you do must start from a superior experience From now on, you are an agile and flexible company You live in a world of uncertainty Always play on the offense instead of the defense Don’t be afraid to cannibalize your own business How far away is this from YOUR reality and way-of-thinking? It will determine your future as a CIO, CDO and even as potential CEO…
  125. TRANSFORMATION STRATEGY ROADMAP DIGITAL LEADERSHIP & CAPABILITIES ASSESS TEAMS TRAIN & COACH CHANNEL STRATEGY POLICY & GOVERNANCE SET-UP AND ROLL-OUT RUN ROLL-OUT DIGITAL OFFICE RUN DIGITAL OFFICE CUSTOMER ENGAGEMENT CHANNELS PLATFORM DESIGN REQUIREMENTS PARTNER SELECTIONRFP CREATION LAUNCHDEVELOPMENT BUSINESS/SERVICE/ PRODUCT DESIGN TRADITIONAL BUSINESS MODEL START-UP BUSINESS MODEL PROJECT KICK-OFF START-UP KICK- OFF (FUNDING, INCUBATION) RUN PROGRAM/ DEVISION/… RUN START-UP (COACHING, ADVICE) START-UP BUSINESS TRADITIONAL BUSINESS TRANSFORMATION STRATEGY IMPACT ANALYSIS NORTH STAR VISION OF YOUR FUTURE SCAN MARKET TRENDS & INTERNAL DIGITAL READINESS Start with clear Transformation Strategy Translate into actionable programs Develop Digital Leadership and install/ operate teams. Change culture throughout the organization. Build new digital customer engagement channels. Have your staff embrace them. Define and build/roll-out new functions, services, products, platforms Create the business (case) and run it where it belongs
  126. Managing Digital Transformation Masterclass March 2016 jo.caudron@duvalunion.com / @jcaudron / +32 475 43 80 98
Publicité