Amnesty international digital transformation - ustomer Journey - Manchester 2014
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Amnesty international digital transformation - ustomer Journey - Manchester 2014 Amnesty international digital transformation - ustomer Journey - Manchester 2014 Presentation Transcript

  • Digital Transformation The New ‘New Thing’
  • That moment of epiphany Being Digital by Nicholas Negroponte (1995) “Anything that can be digitised, will be” “Unwieldy atoms” will undergo the ‘Negroponte Switch’ Suddenly, websites were merely furniture within a much larger digital house
  • Old New Things 2011 - Responsive 2012 - Big Data 2013 - Internet of Things 2014 - Digital Transformation 2015 - ??? Gartner Hype Cycle
  • The thing about new things... 2014 - Digital Transformation CapGemini “...the use of new digital technologies (social media, mobile, analytics or embedded devices) to enable major business improvements (such as enhancing customer experience, streamlining operations or creating new business models).” Altimeter Group “...the re-alignment of, or new investment in, technology and business models to more effectively engage digital consumers at every touchpoint in the customer experience lifecycle.” eConsultancy “...the journey from where a company is, to where it aspires to be digitally.” ...is that no one can agree on a definition ...is that no one can agree on a definition. However, digital transformation seems to occur...
  • either... As a timely response to changes in consumer behaviour, some of which may have been previously anticipated
  • When organisational panic sets-in, based on the realisation that something needs to change about their digital function, even if they're not quite sure what or...
  • The Key Dimensions Internal (often panic) Structural - Digital within the org-chart. Functional - Mindset embedded elsewhere? Procedural - Internal systems and processes. External (often timely) Customer Experience - Servicing the empowered consumer. Engagement - Marketing and communications. Innovation - For product, service and business.
  • “Digital Transformation is not an end-goal, it’s a continuous journey” Brian Solis
  • 1. Customer First, Organisation Second General Motors formed a Customer Experience (CX) Group and changed how decisions were made and reward structures Source: Altimeter Group Start thinking about the entire customer journey 74% of consumers rely on social networks to guide purchase decisions Source: Gartner Consumers who research across online, offline and mobile channels spend 18-36% more than those who don’t Source: BazaarVoice
  • 1. Customer First, Organisation Second 1. Is this need being driven by the org or the customer? 2. How will this improve the CX? 3. Will it help to democratise the CX throughout the organisation? Stop building digital stuff… until you know the following:- Not people vs. technology. Tech should be used not to distance orgs from people, but instead to bring them closer From here to here in just over half a decade ● Wrong demographic ● Brand in trouble ● 2% annual growth against industry average of 6% ● Nearly trebled income between 2006-12 ● Reestablished luxury brand status ● CEO poached by Apple to reinvent stores ...required systematic organisational change facilitated by digital channels 2013 2006
  • 2. Relinquish Control From Gatekeeper to Enabler Digital as a dimension of everything "It's my job to enable and embed digital, then to operationalise digital disruption throughout the organisation" John Stack, Head of Digital Transformation Tate Digital Transformation Project Aims 1. Establish a digital culture 2. Embed digital practice across Tate 3. Embed digital skills across Tate 4. Introduce new transparent production processes and digital governance 5. Operationalise digital disruption 6. Change the practice of the Tate Digital department to support these changes 7. Openness and transparency 90% of companies lack suitable digital skills yet only 46% of organisations are investing in the development of digital skills Source: Capgemini
  • 2. Relinquish Control Build Capacity, Not Fiefdoms Digital / Social Are digital and social business units becoming their own silos? ● Digital/Social business units are often unfamiliar with the entire customer journey ● Are subject-matter specialists for digital and/or social enough when such tools and skillsets are being democratised? ● Universal digital ‘ownership’ under a single business unit is becoming obsolete 53% of senior executives say that the top cultural barrier to digital transformation is competing priorities Source: MIT Sloan Management / Capgemini
  • 3. Structural & Functional Bottom Up and Top Down Strategy Structure ProcessesFunctions Technology ROI Innovation Starbucks CDO worked with CIO, developed a cross-functional team ‘intrapreneurs’ C-Level Practitioner Mid-Mgt. 65% of staff believe senior management’s digital knowledge is average or less Source: Econsultancy
  • 27% of senior executives rate digital transformation as a “matter of survival” Source: MIT Sloan Management / Capgemini
  • Owen Valentine Pringle (Outgoing) Director of Digital Communications, Amnesty International /in/owenvalentinepringle/