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

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Deloitte ; Technology Executive series presents: The Postdigital Enterprise

Deloitte ; Technology Executive series presents: The Postdigital Enterprise

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  • 1. 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
  • 2. Release for answers to polling questions  Understand that any data or information provided by you as part of participating in this Dbriefs webcast (“webcast”) may be used by Deloitte in connection with this webcast, other studies, or analyses performed by Deloitte, publications, or in connection with services provided by Deloitte or otherwise.  Understand that this webcast is the proprietary property of Deloitte.  Understand that any such data or information may be disclosed by Deloitte to related entities or other third parties, including, without limitation, in publications, in connection with this webcast or such studies, analyses, or services, provided that such data or information does not contain any information that identifies you or associates you with the data or information that you have provided or are providing.  Understand disclosure of such data or information could be required by law, in which case Deloitte will endeavor to notify you. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 3. Agenda What is the postdigital enterprise? The five postdigital domains What this means for your enterprise Question and answer Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 4. What is the postdigital enterprise?
  • 5. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 6. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 7. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 8. New technology forces driving innovation Technology strategy = business strategy Hyper-availability Information Explosion Transparency Security & Compliance Pressures Consumerization Velocity of Change Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 9. 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. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 10. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 11. 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 Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 12. The five postdigital domains
  • 13. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 14. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 15. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 16. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 17. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 18. Poll question #3 Which postdigital domain is currently the most mature in your organization?       Mobility Social business Cloud Analytics Cyber intelligence Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 19. What this means for your enterprise
  • 20. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 21. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 22. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 23. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 24. 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
  • 25. 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 Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 26. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 27. Question and Answer
  • 28. Join us January 5 at 2 PM ET as our Technology Executives series presents: Visualization and Geospatial Solutions: The Future of Business Intelligence?
  • 29. CPE certificates are now available for immediate download. Click the Request CPE link in the lower right hand corner of the screen. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 30. 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 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 31. This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  • 32. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2011 Deloitte Development LLC. All rights reserved.