Digital Transformation 7 IT Value Proposition “IT's ability to translate digital innovation into business innovation opportunities” The Future of IT Transit: Establish an IT paradigm for a broad ridership appealing to young urban demographics Intelligent Transportation Systems (ITS): Fund and operate the state of the art ITS regional inter-modal services seamlessly integrated into customer lifestyles Social Media: Customer thoughts, behaviors and analytics are foundations for future business drivers to improve the customer voice within the city ecosystem

1. CUSTOMER EXPERIENCE PLATFORM
IT Digital Strategy for Transit Systems
Thomas Silvestri
March 2, 2016
The Silvestri Group – Shape Shifting the Future | www.thomassilvestri.com | thomas@thomassilvestri.com

2. Overview
2
The Customer Experience Platform
 Executive Summary
 Key Takeaways
 2020 Outlook
 Business Case
 Digital Transformation
 IT Digital Value Pyramid
 Reshaping the Customer with IT

3. Executive Summary
3
 Vision: Customer Experience Platform
Build a world-class customer-centric mass transit IT ecosystem providing an
agile foundation for future technology platforms to enhance the customer’s
experience of the CTA products and services.
 Goal: Customer Centric Personalization
A road map for IT digitization of customer experiences through BI data,
geographies, education, self-services, cultural activities connecting all points
of the customer profile integrated intelligent transit systems to increase the
total customer experience.
 Objective: Customer Lifestyle Integration
Connecting 24/7 customers, businesses, communities, organizations,
activities, and networks via a new digital strategy that concentrically focuses
on the future of customer experiences that offers a modern state of the art
technology enabled personalization while promoting a total customer lifestyle
integration.

4. Key Takeaways
4
FAST Framework
 Focus
Shifting IT thinking from how and what skills to exploiting the customer
competencies with the local, regional and global connected economy
 Accountability
The internal and external enterprise leaders are accountable for exceeding
the growing customer demand and co-developing platforms for future
customer expectations
 Simplicity
New digital ecosystem for long term resource commitments to establish
simple and clear enterprise innovation utilizing the state of the art technology
for total customer lifestyle integration
 Transparency
Business, technology and IT organizations should form an integrated
leadership of transparency for the cornerstone of new business strategies

5. 2020 Outlook
5
IT Digital Challenges
 Investment backlog is $1.45M inadequate to meet customers
needs of the future
 5 Year capital plan projects half of annual levels of funding to
maintain the current state of the business
 Lack of IT public and private social sharing partnerships and
start-up initiatives
 Absence of the 2016 state budget requires new access to
funding and support of economic growth
 Lack of governance to provide a strategy of customer-
centricity to improve the total customer experience
 Proposed system wide projects do not address the new and
existing customer needs, behaviors and personalization
 Lack of influence on potentially new non-riders, young and
urban customers
 Minimal personalization options for the 24/7 mobile customers
of the future

6. Business Case
6
IT Value Initiatives for Customer Platforms
 Meet the future demand of customers to support an agile and
rapid changing lifestyle
 Assist public and private partnerships and investments
 Optimization of the business operating model with global
transit best practices
 Improve IT and technology scalability and agility thru mobile,
cloud, social and customer analytics
 Hyper-convenience of user-based persona’s with robust digital
user interfaces
 TCO and the lowest transaction cost per system user
 Robust and tailored analytics for business and IT collaboration
 Customer driven outreach, education and community events

7. Digital Transformation
7
IT Value Proposition
“IT's ability to translate digital innovation into business innovation
opportunities”
 The Future of IT Transit: Establish an IT paradigm for a
broad ridership appealing to young urban demographics
 Intelligent Transportation Systems (ITS): Fund and
operate the state of the art ITS regional inter-modal services
seamlessly integrated into customer lifestyles
 Social Media: Customer thoughts, behaviors and analytics are
foundations for future business drivers to improve the
customer voice within the city ecosystem
 Integrated Mobility: Interoperability of multi-point user
locations, profiles and response mobility. New predictive
intelligence of self-service portals, sensors and demand-side
analytics of next generation IT applications.

8. IT Digital Value Pyramid
8
PERSONALIZA
-TION
MOBILITY
SELF-
SERVICES
TECHNOLOGY
LIFESTYLE
INTEGRATION
DIGITAL TRANSFORMATION STRATEGY
IT SERVICE DELIVERY MODELS
BI/ANALYTICS APPLICATIONS PORTFOLIO

9. Reshaping the Customer with IT
9
 IT Digital technologies are challenging public transit IT
businesses in ways that have not been experienced before.
Whether as a result of hyper competition from players in
adjacent industries—or rapid IT disruption, there is a distinct
risk and uncertainty for future revenue streams and customer
retention.
 Although the solution may lie with IT digital technology, the
relationship between technology investments, the customer
and profitable growth is a complex one for the public transit
businesses.
 Here is where IT executives and their technology innovation
can lead by empowering the public transit system with new
value creation. There is significant growth opportunity for the
CTA by unlocking the benefit realization within the customer
experience platform.

10. The Silvestri Group
10
 SHAPE SHIFTING THE FUTURE. BEYOND TRANSFORMATION TO
SUPERIOR DELIVERY
 Unlock your potential, challenge your established universe of
thoughts to achieve new paradigms of thinking for global
business superiority.
 Partner with agile, adaptive, forward value capabilities to co-
create platforms of success with stakeholders and key global
partners.
 Revenue Drill Return Model (RDRM) ®
Thomas Silvestri
Founder and Managing Director
www.thomassilvestri.com
thomas@thomassilvestri.com
773.599.8230