Leading organisational transformation in a digital world.

1. LEADING FOR THE FUTURE
© All Rights Reserved
Niall McKeown
Ionology
digital transformation consultancy

2. how come…

3. Double Business in 18 Months
Case Study #1

4. Zero to €2,000,000 in one year
50,000 contributors on
private innovation application
Case Study #2

5. €3,000,000 funding
& sales in 37 countries in 18 months
Case Study #3

6. here’s how…

7. © All Rights Reserved
DIGITISING SERVICES 2016
DIGITALLY
TRANSFORMED
SERVICES
2020
‘DOING DIGITAL’ 0

8. WHAT IS DIGITAL TRANSFORMATION?
Digital Transformation

9. The word “digital” is a synonym for the pace of change that’s occurring in
today’s world, driven by the rapid adoption of technology.
How an organisation is built to change, innovate and reinvent rather
than simply enhance and support the traditional methods.
Digital
Transformation
WHAT IS DIGITAL TRANSFORMATION?

10. 5 CHANGE BLOCKS OF DIGITAL TRANSFORMATION
= DIGITAL TRANSFORMATION

14. Strategy creates competitive advantage
People and a culture of innovation sustains it
Technology & Communications is the means by
which it is delivered

15. ‘DOING DIGITAL’ DIGITAL INNOVATORS

16. 6 CHARACTERISTICS OF A DIGITAL INNOVATOR
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1
‘DOING DIGITAL’
Strategy is set by leaders that use
their best intuition and experience
DIGITAL INNOVATORS
Strategy is set using empirical
evidence, web analytics and creating
the best value proposition for the
organisation by experienced leaders

17. 6 CHARACTERISTICS OF A DIGITAL INNOVATOR
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18. 6 CHARACTERISTICS OF A DIGITAL INNOVATOR
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‘DOING DIGITAL’DIGITAL INNOVATORS
2
Looks to see what technology is
available for their organisation to use.
Business and marketing strategy
contains no mention of technology. It
assumes that the technology will be
there when required. The focus on
diagnosis.

19. “Strategy comes from identifying one or two critical issues
in the situation – the pivotal points that can multiply the
effectiveness of effort – then focusing and concentrating
action and resources on them”
6 CHARACTERISTICS OF A DIGITAL INNOVATOR

20. Strategy Kernel
Diagnosis
Coherent
Action
Guiding
Policy
Incoherent
Action
6 CHARACTERISTICS OF A DIGITAL INNOVATOR

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3
DIGITAL INNOVATORS
Leaders unite strategy with
technology and communications
‘DOING DIGITAL’
IT has a completely separate function
from communications
6 CHARACTERISTICS OF A DIGITAL INNOVATOR

22. DIGITAL
TRANSFORMATION
COMMUNICATION TECHNOLOGY
LEADERSHIP
Technology
Support
Rapid
Solution
Builders
Marketing
Tactics
Communications
Leadership
Short Term
Management
Leading Step
Change

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4
DIGITAL INNOVATORS
Understand the importance of
“Innovation” and have clear business
processes to foster it
‘DOING DIGITAL’
Have an ‘ideas’ box or respond to
good ideas in an adhoc way
6 CHARACTERISTICS OF A DIGITAL INNOVATOR

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6 CHARACTERISTICS OF A DIGITAL INNOVATOR

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6 CHARACTERISTICS OF A DIGITAL INNOVATOR

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6 CHARACTERISTICS OF A DIGITAL INNOVATOR

27. 10 CHARACTERISTICS OF A DIGITAL INNOVATOR
© All Rights Reserved

28. 10 CHARACTERISTICS OF A DIGITAL INNOVATOR
© All Rights Reserved

29. 6 CHARACTERISTICS OF A DIGITAL INNOVATOR
© All Rights Reserved

30. “We are the _______ in ______
for _____ because we do
_______ better than anyone else”
UNIQUE VALUE PROPOSITION
6 CHARACTERISTICS OF A DIGITAL INNOVATOR

31. 6 CHARACTERISTICS OF A DIGITAL INNOVATOR
© All Rights Reserved
5
DIGITAL INNOVATORS
Align their business to take
advantage of cultural change driven
by the rapid adoption of technology
‘DOING DIGITAL’
Will only change their business
structure and organisational
alignment when forced to do so

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6
DIGITAL INNOVATORS
Can clearly articulate the current
state and the desired change state of
their organisation
‘DOING DIGITAL’
Business represents its current state
and responds to change when
confronted
6 CHARACTERISTICS OF A DIGITAL INNOVATOR

35. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT

36. GROWTH PROFILES
0
25
50
75
100
125
T1 T2 T3 T4 T5 T6
Advocacy Attention Authority Prime
Time
Growth

37. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT
Innovation

38. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT

39. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT

40. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT

41. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT

42. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT

43. Customer
Volume
How Customer Perceives
Your Business
Lens Lock [ UK/Toursim]
5
6
Where are we now?
Where can we go?
IONOLOGY STRATEGY QUADRANT
Apple (AAPL) and Samsung continue
to soak up all the industry's profits,
McCourt says. Apple claimed 87.4% of
phone earnings before interest and
taxes in the fourth quarter, he said.
Samsung took in 32.2% of industry
profits. Because their combined
earnings were higher than the
industry's total earnings as a result of
many vendors losing money in Q4,
Apple and Samsung mathematically
accounted for more than 100% of the
industry's earnings.
A year ago, Apple accounted for 77.8%
of mobile phone industry profits,
followed by Samsung with 26.1%,
McCourt said.

44. LEADING FOR THE FUTURE
© All Rights Reserved
Niall McKeown
Ionology
CEO