The Dbriefs Technology Executive series presents: The Postdigital Enterprise: Harnessing Change, Managing Disruption

The Dbriefs Technology Executive series presents:

The Postdigital Enterprise:
Harnessing Change,
Managing Disruption

Suketu Gandhi, Principal, Deloitte Consulting LLP
Bill Briggs, Deputy CTO, Director, Deloitte Consulting LLP
December 1, 2011

Release for answers to polling questions
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Agenda
What is the postdigital enterprise?
The five postdigital domains
What this means for your enterprise
Question and answer


What is the postdigital
enterprise?

How we got here
Basic human behavior has not fundamentally changed...
Engagement

Learning

Validating

Deciding

Using

Committing

Loyalty
$’s

…but the tools for conducting business have dramatically evolved.
11,000 BC

3000 BC 1 AD

1870 1985 1990 2005

2008 2009


Evolution of the postdigital enterprise
The enterprise has evolved over the past two decades
Industrial

Digital

Postdigital

Uninformed
Homogenous

Informed
Segmented

Connected
Personalized

Optimized
Manual

Automated
Digitized

Real time
User-centric

Specialization
Processes-focused

Functional model
IT-focused

Interdisciplinary
Collaboration-focused

Single channel

Multichannel

Omnichannel

Market
Condition

Brand and supply
driven

Brand and customer
access driven

Customer and social
network driven

Market
Approach

Plan based
replenishment

Transaction based
replenishment

Intention based
replenishment

Customer
Type

Process

Organization

Channel


Poll question #1
Which executive is most visibly sponsoring initiatives
around postdigital?







CEO
COO
CIO
LOB/Function lead(s)
None of the above
Don’t know / Not applicable


New technology forces driving innovation
Technology strategy = business strategy
Hyper-availability

Information
Explosion

Transparency

Security &
Compliance
Pressures
Consumerization

Velocity of
Change

Harness postdigital technologies to evolve
The convergence of five disruptive technologies is changing the way
businesses must respond to individuals’ needs and expectations
Analytics

Social Business
Deconstruct organizational
silos; empower
collaborative networks

Move from descriptive to
predictive and prescriptive
Mobility

Cloud

Un-tether your enterprise;
empower users where
business actually occurs
Credentials-based access
control and management

Move past the static
ecosystem; empower the
dynamic value chain
Digital identity;
digital persona protection

Defense-in-depth and
cyber threat intelligence

Cyber Intelligence
The greatest value lies at the intersection points of the PDE domains.
For example, combining cloud and analytics to yield insight as a service.

The CIO as a revolutionary
The CIO is uniquely positioned to lead the evolution, moving beyond
being a steward or a strategist to help lead the postdigital era
There are 3 major requirements for the Revolutionary Postdigital CIO

Investment Shift
A greater portion of
the portfolio should
be allocated to
postdigital innovation

Strategic Plan
Roadmap
Should provide clarity
to a cohesive
postdigital strategy
combining business
and technology
considerations

Talent/Skills
The IT organization
should have increased
depth in both business
and technical skills


Poll question #2

Which topic do you feel has the greatest opportunity to
positively impact your business strategy?







Mobility
Social business
Cloud
Analytics
Cyber intelligence


Analytics
Technology and deep modeling techniques applied to identify
business performance opportunities in exploding data volumes
 Growth of Data Volumes: Doubling
every 18 months
 Unstructured Data: Driven by social
networks
 Predictive and Prescriptive Analysis:
Future-looking
 Competing on Analytics: Strategic
cornerstone of the enterprise

Key Considerations

Real-Time
Analysis
(Unstructured)
Data
Explosion

Hindsight
to Foresight

Mobility
Anywhere, anytime business innovation enablement
 Mobile App Growth: Internal and B2B
applications
 Converged Devices: Fast growing area
of computing
 Decisions for the Enterprise: Platforms,
maintenance, internal capabilities

 Managing the Environment: Mobile
environment security and governance
Key Considerations

Taking
Enterprise
Mobile

Growth of
Converged
Devices

In-House
vs. Third
Party


Social business
Connecting human networks for information, decisions, and
action
 Moving Beyond Social Networks:
Enterprise connectivity and expectations
 Power of People Networks: Leverage
shared passion
 Driving Results: Internal and external
stakeholders

 Implications for the Enterprise: Bottom-up
collaboration and information sharing

Collaboration &
Communication

Key Considerations

Informational
Capabilities

Transactional
Opportunities

Internal &
External Exposure

Cloud computing
Evolution from capacity clouds based on isolated workloads to
capability clouds delivering higher-order, finished services
 Workload in the Cloud: Edge functions
move to the cloud en masse
 Business Beyond Technology: A
convincing business case is needed
 Progression of Vendors: Sophisticated
offerings (e.g., logistics, security)
 Future of Clouds: Higher order business
functions in the cloud

Key Considerations

Capacity vs.
Capability

Cloud
Implications

Making the
Case
for Cloud

Cyber intelligence
Prepare, predict, prevent, and protect through cyber security,
cyber forensics, cyber analytics, and cyber logistics
 Changing Regulation: Increasingly
complex global compliance requirements
 Detection vs. Prevention: Stay ahead of
emerging threats
 Evolving Threats: Increasing cost of
breaches, diversity, and speed of threats
 Threat Management and Triage: Know
“how” and “from where” attacks originate

Key Considerations

Cyber
Security

Cyber
Forensics

Cyber
Logistics

Cyber
Analytics


Poll question #3
Which postdigital domain is currently the most mature in
your organization?







Mobility
Social business
Cloud
Analytics
Cyber intelligence


What this means for your
enterprise

Disruption will require process redesigns
Redesign operational processes to evolve, respond, and stay relevant
Same Thing, New Way

Breakout Capabilities

Postdigital Veneer

Postdigital Disruption

Enable Enterprise
Capabilities
Enhance Current
Operations

Example – a unidirectional
social media campaign

New Operating
Models
New Service
Offerings
New Business
Models
Example – product development
through crowd-sourced R&D

New expectations can affect operations
The postdigital ecosystem extends beyond customers and employees
Postdigital Operating Ecosystem
New IT
Concerns and
Considerations

Consumers, Employees,
Ambassadors, Partners,
Fans
Vendors

Pundits,
Bloggers,
Competitors

Potential
Customers
/ Investors

Postdigital
Strategy

Mobility
Analytics
Social Business
Cloud
Cyber Intelligence

The postdigital ecosystem
is borderless and limitless,
extending far beyond the
traditional four walls of
your business

Postdigital personae
transcend enterprise,
organizational, and
personal boundaries


User engagement and user empowerment
Effective postdigital efforts will be driven by user engagement
Interaction
Design

User Research

User Interface
Design

Usability and
Analytics

Expanded
Ecosystem

Understand

Individuals

Boundless
user
environment

Design UserSystem
Interaction

Crowdsourced
R&D
Conceptualize
Solutions

Unstructured
live data

Evaluate and
Refine
Prototypes

Anytime,
anywhere
access

Execute

Solution


Postdigital scenarios
 As consumers adopt connective technology, they build and
participate in interconnected 24 / 7 networks
The Connected
Consumer

 This provides the opportunity for convenient and constant access
to information

 A global consumer products company reported that it has radically
reduced its operational costs (by close to $1 BB) by
‒ Streamlining critical workflows throughout its global organization
The Empowered
Manager

‒ Empowering its managers to make better and faster decisions
with access to real-time social analytics and enterprise data
 Large companies with complex organizational structures are
looking for ways to enable their teams to collaborate more
effectively on critical work streams to remove institutional
roadblocks, accelerate innovation, and increase time to decision

The Engaged
Enterprise

 One of the most remarkable case studies is in the consumer retail
market with a large electronics retailer

Disrupt or be disrupted
Evolve to stay relevant as expectations, needs, and behaviors change
A slow response invites disruption
A movie rental company
failed to heed to customers’
changing appetite for direct,
instant digital fulfillment

Consumer electronics
retailer failed to
transform workforce
from traditional
salesmen to engaging
customer service
advocates

Static businesses will be unable to
meet new desires and expectations

Evolve now, and you can
disrupt and grow
Online shoe retailer disrupted
the industry by using mobile and
social technology to provide the
flexibility that customers desire
Home improvement retailer
empowers employees with
collaboration tools to share
ideas and leading practices
Innovative car rental service
channeled social technologies
to provide customers the
desired high-touch merchant
experience at a low cost

Postdigital Enterprises will evolve
to harness disruptive technologies

Poll question #4
What is the main factor that will keep you from realizing the
potential of postdigital?







Security/privacy compliance
We are too consumed with “keeping the lights on”
Fragmented investments across the business
Organizational inertia (cultural resistance to change)
Postdigital is not a current priority


Final thoughts
Shift organizational focus
Prioritize consumers, employees,
and partners

Un-tether your enterprise
Postdigital business is not bound
by physical space

Move past the static ecosystem
Empower the dynamic value chain

Augment traditional research
Access direct insight

Deconstruct organizational silos
Sanction collaborative networks

Harness speed and flexibility
Think big; start small; scale fast


Join us January 5 at 2 PM ET as
our Technology Executives
series presents:

Visualization and
Geospatial Solutions:
The Future of Business
Intelligence?

CPE certificates are now available
for immediate download.
Click the Request CPE link in the
lower right hand corner of the
screen.


Contact info
Suketu Gandhi
Principal, Deloitte Consulting LLP

sugandhi@deloitte.com

312-486-3590
Bill Briggs
Director, Deloitte Consulting LLP
wbriggs@deloitte.com

816-802-7350


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The Dbriefs Technology Executive series presents: The Postdigital Enterprise: Harnessing Change, Managing Disruption

The Dbriefs Technology Executive series presents: The Postdigital Enterprise: Harnessing Change, Managing Disruption

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The Dbriefs Technology Executive series presents: The Postdigital Enterprise: Harnessing Change, Managing Disruption