Embedding a digital DNA into your business
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,551
On Slideshare
1,551
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
30
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. digital by default EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION METTE NØHR, DIGITAL CONSULTANT J. BOYE AARHUS 13
  • 2. digital by default WHAT ARE WE GOING TO TALK ABOUT TODAY?  The steps I have taken to lead my former workplace through a digital transformation  Strategic  Commercial  Operational  Structural  Cultural  Technical Key takeaways Tips & hints Frameworks Models Achievements ...or actually ‘How you embed a digital DNA into your organisation’ METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 2
  • 3. digital by default BACKGROUND Bio        Commercial background Studied international marketing Worked in online/digital since 1997 Worked abroad – Switzerland, US, UK Been in the pharma, software business, insurance Been establishing digital teams across borders Managing teams of 10-15 FTEs Specialities People management, leading digital transformational change, eCommerce, strategy planning and execution, process optimization, facilitation, external partner management, budget planning, stakeholder engagement & management, networking, KPI planning, analysis of impact of digital, social media, UX, CMS, web analytics, multichannel, digital platforms and infrastructure, SEO, SEM, new technologies and trends. METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 3
  • 4. digital by default THESE GUYS USED TO PAY MY SALARY AND EMPLOY ME AS ‘HEAD OF EBUSINESS’ BUT NOW I HELP COMPANIES EMBED A DIGITAL DNA INTO THEIR ORGANISATION METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 4
  • 5. digital by default MISSION STATEMENT: LONGER, HEALTHIER, HAPPIER LIVES …they do this by providing a broad range of healthcare services. Private and company health insurance, run care homes and hospitals, and provide workplace health services, health assessments and chronic disease management services, including health coaching, etc. Employ over 62,000 people globally and more than 14M customers worldwide _______________________________________________________________________       Bupa International – 600K customers in 192 countries Sell International Private Medical Insurance, Corporate Schemes and Travel Insurance Run our own 24/7 emergency centre/alarm centre Cover 35 different languages and we’re more than 25 nationalities employed. Network of hospitals, doctors, specialists around the world. Distributor-led organisation METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 5
  • 6. Understanding the digital landscape digital by default ...THE INFLUENCE OF THE CONSUMER HAS CHANGED METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 6
  • 7. digital by default Consumerization and digitalization are two of the biggest business strategies among insurers Both represent massive change in business processes and technologies. Responding to consumer change and using digital technologies to improve operations are essential in meeting emerging and future market requirements. Embracing both concepts will allow insurers to evolve to better match customers, sales, and regulatory pressures METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 Kimberly Harris-Ferrante Vice president and distinguished analyst at Gartner 7
  • 8. digital by default HOW DID WE DEFINE DIGITAL IN BUPA INTERNATIONAL? “DIGITAL MEANS DEEPER INTERACTIONS WITH CUSTOMERS AND PARTNERS, MORE CUSTOMIZED AND PERSONALIZED OFFERINGS AND INTERACTIONS, DATA-DRIVEN DECISION MAKING, AND AN ORGANISATIONAL MODEL AND PROCESSES WHICH ARE MORE NIMBLE AND REACTIVE TO CHANGES IN AN ORGANISATIONS INTERNAL AND EXTERNAL ENVIRONMENT” METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 8
  • 9. digital by default DIGITAL JOURNEY... First in the world to offer purchase of insurance online 1996 Skype solution integrated with our Call Manager system Advanced online payment solution 2008 2002 Personal, customized websites for customers, brokers, hospitals, insurance admins 2012 2013 2006 2004 We offered web chat to customers and partner 10 years ago Hospitals, clinics, doctors search and GPS tracker (iPhone/iPad/Android app) 2010 2005 Online customer solution = no paper Advanced Quote & Buy tool (personalisation, a/b split test, UX, multilingual) SMS/Mobile solution ‘callback service’: SMS to Medical Centre in case of emergency 2011 eInsurance card integrated with our back-end system (53 languages) Renewal of annual travel insurance via mobile (mobile payment) METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 “Innovation distinguishes between a leader and a follower” Cloud services, APIs (business critical functionalities exposed to the external world) £M investments in a new digital platform, incl. Software, infrastructure, architecture, new digital roles, etc. 9
  • 10. digital by default DEVELOPING DIGITAL CAPABILITIES TO DRIVE CHANGE ACROSS THE BUSINESS • Offline & Online alignment • Investments in the right tech. platform • Building a scalable and future-proof architecture and infrastructure Technology • Roles, Responsibilities, Capabilities • Optimal structure & skills Structural • Enhanced customer experience • Create new business models • Deliver innovative propositions Strategic Digital Commercial Transformation Cultural • Impact on 3YP/AOP submission • Increase digital budget • Commercial value of digital “Size of the prize” Operational • Raise the profile of digital • Think outside-the-box METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 • Business re-engineering • Integrated and aligned planning • Impact of self service in operations 10
  • 11. Digital Capabilites: Strategic digital by default Strategically by putting digital at the heart, by aligning offline and online and by delivering innovative propositions that think digital first. Technology Strategic Structural Commercial Cultural Operational Key takeaways 1. 2. 3. 4. Define what digital is for your organisation Be clear about your ambition (burning platform, incremental, reach…) Set some ambitious and shared targets, objectives Build/use digital strategic models that are accepted and understood by your finance and strategy people 5. Align to the overall business, customer, contact, marketing, IT, partner strategies 6. Customer expectations…outside –in thinking… 7. Review your digital strategy several times a year – it’s not just a one off exercise...it’s a living, dynamic strategy METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 11
  • 12. digital by default Digital Capabilites: Strategic ONLINE TOP 3YP INITIATIVES - PROPOSITION PER TARGET AUDIENCE ALIGNMENT TO BUSINESS 3YP STRATEGIC PRIORITIES Business 3YP Strategic Priorities CUSTOMER PROPOSITION Reach more customers in existing markets and improve the customer experience: NPS > = x CSAT > = xx% xxx lives/FTE ratio Business Objectives Online Top Priorities 1. Product development - 1. Support the product develop regional strategy - content, online products (Asia, Africa, tools and functionality. GCC). 2. Improve UK transfer. 3. Russia - ramp up sales and marketing initiatives. 4. Deliver more effective ways to pass customer contacts into BI, reengineer broker proposition. 5. Reengineering core customer-facing processes + allow for future decentralisation. 6. Customer segmentation and drive loyalty and retention. Digital Transformational Targets by 2013 xx% online sales 2. Dedicated UK transfer pages on website. 3. Support the Russia initiatives with web content and dedicated landing pages. xx% online sales 4. Support the new contact strategy and email management projects. Online Top 3YP Initiatives 1.1 Develop online communications strategy to support the SME target group. 1.2 Increase non-paid leads generation (SEO) 1.1 Deliver dedicated landing page. 1.1 Deliver dedicated Russian landing pages supported by online marketing initiatives. Technology Strategic Structural Commercial Cultural Operational 1.1 Increase online transactions to xx% of total 1.1 Increase conversion rate by xx% 1.1 Develop a strategy for minimising contact diversion on Membersworld. 1.2 Increase usage of our 1.2 Revamped servicing websites by xx% Corporateworld 1.3 Revamped Intermediaryworld 5. Support the 'new 1.1 Increase online 1.1 Implement a business process' project. transactions to xx% of revamped total Membersworld, Intermediaryworld, 1.2 Increase usage of our Corporateworld on new servicing websites by xx% CMS. 6. Work closely together 1.1 Increase online 1.1 Implement with Customer Insights transactions to xx% of Test&Target tool on MW, and retention and loyalty total IW, CW to cater for true people, adopt the personalisation. segmentation model for 1.2 Increase conversion online. rates on websites by xx% METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 1.3 Improve satisfaction of our servicing websites by xx% (using 12
  • 13. Digital Capabilites: Commercial Commercially by adding digital transformational targets and benefits into the AOP and 3YP, by including digital into top management objectives and by increasing digital budgets. digital by default Technology Strategic Commercial Structural Cultural Operational Key takeaways 1. Be clear on ROI – what’s the benefits – what’s the size of the prize? 2. Targets that reflect ambitions, and drive development 3. By understanding your tracking data and KPIs you can constantly evaluate the business case behind each of the individual digital assets 4. Digital = business…you need to speak finance language – make it tangible METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 13
  • 14. digital by default DIGITAL TARGETS MODEL – HIGH LEVEL LOGIC Activities Metrics 3 types of activities 37 available metrics • GROWTH (revenue/profit) • EFFICIENCY (lower cost to serve) • ENGAGEMENT (positive impact • Not all targets has a commercial value to it Benefits 1 SALES 2 LOWER COST TO SERVE on NPS and retention) 3 Example “ We believe online sales of BWHO the next 3 years will bring us XX number of visits, that are converted into a sale according to XX conversion rates, which means the BWHO accquisition opportunity is YYYY GBP METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 LOYALTY & RETENTION Size of Size of Prize Prize 14
  • 15. Digital Capabilites: Operational OPERATIONALLY by reengineering your business and start converging online and offline channels, by having an integrated planning cycle and finally by understand impact on people and processes by doing more online. digital by default Technology Structural Commercial Cultural Key takeaways 1. Transparency is needed to get a single operational view of service – online and offline 2. Work closely together with Operations and Sales to understand impact of digital – i.e. high volume/low value transactions 3. Identify the top 3-4 digital activities for your customers and partners and reengineer, optimise, improve on a continuous basis (80:20) 4. The impact of delivering poor experiences in one channel extends across Strategic Operational Needs to become non-line...all that matters is Customer Experience ...administrative tasks are carried out online and relationship-building interactions are carried out over the phone all touch-points. 5. We didn’t have an ‘e-enablement’ programme running in the business…digital was integral to all the projects…not just an afterthought! METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 15
  • 16. digital by default Digital Capabilites: Cultural CULTURALLY: To bring our thinking and behaviour up to date. As our technical capability improves, we need to think and work in new ways. Shared vision Key takeaways Customer journey Insights  Start the sharing  close the gap  Stakeholder analysis/mapping  Engagement Priority Technology Strategic Structural Cultural Commercial Operational Organisation Pipeline  Use same marketing techniques as you would do externally (Video, emails,  Digital Engagement Day – promoting digital and to understand the appetite – how fast, how much? face2face, social, etc.)  Team Dynamics  Team dashboard meetings (happy Index)  The right behaviour  Collaboration tools, BYOD, Tablets, smartphones METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 16
  • 17. Digital Capabilites: Structural digital by default Structurally by being clear about roles, remits and responsibilities and by continuously optimise, understand and plan for the most optimal skills and capabilities and finally to be able to offer rapid, agile and high quality BAU and development services Technology Strategic Structural Commercial Cultural Operational Key takeaways  Write up an eBusiness Service Catalogue  Be clear about roles and remits  Document processes, responsibilities  Your elevator speech – purpose  Marketing vs. eBusiness vs. Technology roles  Establish a cross functional Digital Steering Group (strategic) and a Digital Operations Group (operational)  ‘Digital ambassadors’ in Operations and Sales  Be aware that the old way of doing things has a lot of momentum behind it…the new way needs support while it becomes the new normal! METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 17
  • 18. digital by default Digital Capabilites: Structural Innovate, catalyse & lead change Design Consult Expert best practice resource to optimise digital across business functions User Centred Design: research, concept & graphic development, delivery During Pre WORKING CLOSELY WITH THE BUSINESS TO ENABLE DIGITAL TRANSFORMATION Subject Matter Expertise Analyse & Measure Measure, interpret & report on digital service performance, making the case for change Deep technical (digital) knowledge of interface between business & web technologies Governance, Standards & Best Practice METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 After 18
  • 19. digital by default THIS IS WHAT IT FEELS LIKE BEING A DIGITAL LEADER METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 19
  • 20. Digital Capabilites: Technology Technology: piloted a target architecture to provide ability to have digital interfaces interact with partners digital by default Technology Structural Commercial Cultural Key takeaways  Make investments in digital platforms, infrastructure, architecture  Modernize underlying infrastructure so that it is scalable, low cost, flexible, open and resilient  We created a single technical interface for our multiple back-end systems to Strategic Operational ... However, no point in investing in tools and systems if you don’t have the mandate to hire the necessary resources and competences... support the business drive to a single presence - adaptable and flexible for the digital age  We were courageous to open up the APIs to the external world in order to generate new opportunities for customers and partners  Make pilots (in a consistent, re-usable way) to demonstrate the value and then roll out on a bigger scale  Make friends with the IT people METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 20
  • 21. digital by default …MY TOP 10 LEARNINGS 1. Digital transformation needs to come from the top 2. Understand the digital landscape 3. Align digital strategy with business strategy and objectives 4. Build internal capabilities and be clear on roles and responsibilities 5. Understand your customers and partners (segmentation, profiling, tiering, etc.) 6. Define clear metrics and set transformational targets (shared across the business) 7. Understand the commercial value...what’s the ‘size of the prize’? 8. Establish a culture that encourages experimentation 9. Take small steps, via pilots and skunkworks, and invest in the ones that work 10. Be clear on how you deliver and continuously optimise and improve METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 …the winners will be those who differentiate themselves in a meaning full way, providing a truly different and value-adding customer experience. 21
  • 22. digital by default “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” Charles Darwin Origin of the Species (1809 – 1882) METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 22
  • 23. digital by default Mette Nøhr, Digital Consultant mn@digitalbydefault.dk dk.linkedin.com/in/mettenohr METTE NØHR | EMBEDDING A DIGITAL DNA INTO YOUR ORGANISATION | J. BOYE AARHUS | NOV. 6, 2013 23