Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital.pptx

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Digital Transformation
CEO: insert your own text
Chief Digital Officer: insert your own text
Author: insert your own text
Date: insert your own text
Version No: E.g. 1.0 for final / 0.1 for drafts
Strategy & Plan

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If you need help
Contact me at marco@vanhurne.com
contact me
• 15+ years in Digital Transformation for organizations like Philips,
Steelcase, Indeed.com, and many others
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• Articles on various blogs
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Beyond the Cloud

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Table of Content
1. Executive Summary
2. Market & Competitor Analysis
3. Company Performance
4. SWOT
5. Digital Maturity Model - Current State & Target State
6. Digital Transformation Strategic Objectives, Team & Budget
7. Technologies to consider to reach our Digital Transformation Strategic Objectives
• Big Data
• Artificial Intelligence
• Cloud Computing
• Cyber security
• Blockchain
• Internet of Things
8. Digital Transformation Initiatives to reach our Strategic Objectives
9. Digital Transformation Plan
10. Dashboards to Track & Manage Progress
11. Exhibit
• Digital Marketing
• 3-D Printing
• Drones
• Robots
• Virtual Reality
• Augmented reality

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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Executive Summary
Mission &
Vision
Digital
Transformation
Strategic
Objectives
Budget &
Headcounts
Mission: Insert your own text
Vision: Insert your own text
Insert strategic
objective #1
Technologies to
consider
Insert your own text
Next Steps
Digital
Transformation
Initiatives
Budget: Insert your own text
Headcount: Insert your own text
Insert strategic
objective #2
Insert strategic
objective #3
Insert strategic
objective #4

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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PESTLE Analysis
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your CEO or Manager is busy, he does not have to read the whole slide.
PESTLE
P
E
S
T
E
L
Technological
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Legal
Environmental
Political
Economical
Social

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Target Market
Target Market description
• Describe in this text block your target market(s), that is to say the group of customers that you want to
market your products to.
• To identify your target market(s), you can use customer segmentations such as:
 Geographic segmentation
 Demographic/socioeconomic segmentation: gender, age, income, occupation, education,
household size, and stage in the family life cycle)
 Attitudes
 Psychological profiles

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Target Market Size & Growth
Total Available Market
(TAM)
Serviceable Available
Market (SAM)
Target Market
Market
Share
• Description: Insert your own text
• Size: Insert your own text
• Growth: Insert your own text

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Market Profitability
Porter’s 5 Forces
Intensity of Competitive
Rivalry
Threat of New Entrants
• Insert your own text
Threat of Substitute Products
Bargaining Power of Buyers
Bargaining Power of Suppliers
Caption:
Low Average High

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Competitor Identification
1.Key National Competitors 2.Key International Competitors
• Competitor A
• Competitor B
• Competitor C
• Competitor D
• Competitor E
• Competitor F
• Competitor G
• Competitor H
3.Substitutes 4.New Entrants
• Competitor I
• Competitor J
• Competitor K
• Competitor L
• Competitor M
• Competitor N
• Competitor O

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Competitor Benchmarking (1/2)
Revenue Profit Market share Main activity
Number of
employee
Product
quality
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own text
Competitor A
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Competitor B
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Competitor D
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Competitor Benchmarking (2/2)
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10
5
0
-5
Gaining market share
Losing market share
Average
market
growth
0 10 20 30 40 50
Company
Growth
(%)
Market Share (%)
Insert title
60
Insert company name
Insert company name
Insert company name
Insert company name

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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Revenue
$2,500,000
+12%
Profit
$1,000,000
+10%
Website traffic
1,000,000 Visitors
-5%
Top 5 countries in terms of Revenue Customer Satisfaction
92%
Stock Price
$102
-4%
Company Performance for FY [Insert Fiscal Year]

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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Company Strengths & Weaknesses
Strengths Weaknesses
• Insert you own text

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Company Opportunities & Threats
Opportunities Threats

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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Digital maturity assessment
Description (1/2)
Customer
Experience
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class
• Only a single channel, which is
often a physical store
• React to customer needs
Data &
Insights
Strategy &
Leadership
Technology
Operations
• Multiple channels but often siloed,
with the ecommerce department
often seen as a separate entity
• Start to proactively answer customer
needs, and influence buying
decisions
• Actively transitioning from a multi
channel to an omni-channel model
• Proactively answer customer needs,
and influence buying decisions
• Omni-channel model where
channels are integrated, allowing a
seamless customer experience
• Meet the needs of customers even
before they become aware of those
needs (with Internet of Things)
• Barely no data
• Barely no insight
• The company has some data
• A team of people manually analyze
and provide insight to the rest of the
company
• The company has a Big Data
solution gathering a lot of data
• Automatic reporting with key insights
• Almost a 360-degree view of the
customer
• The company has a Big Data
solution gathering a lot of data
• Automatic reporting providing a lot
of key insights in real time
• A 360-degree view of the customer
• Barely no digital transformation
strategy
• Barely no plan to implement the
digital strategy
• Barely no investment
• A basic digital transformation
strategy has been defined
• A basic plan has been defined to
implement the digital strategy
• Small buy-in from the leadership
team and small financial investment
• A robust digital transformation
strategy has been defined
• A robust plan has been defined to
implement the digital strategy
• High buy-in from the leadership
team and high financial investment
• Same as level 3
• A Chief Digital Officer is now part of
the Executive Committee
• The corporate strategy team and
the Digital team work together to
define the corporate strategy
• Barely no new technologies are
leveraged to better achieve the
corporate strategic objectives
• Start to leverage new technologies
to better achieve the corporate
strategic objectives
• All the new technologies are either
leveraged or considered to better
achieve the corporate strategic
objectives
• Same as level 3
• A Chief Technology Officer is now
part of the Executive Committee
• The corporate strategy team and
the Technology team work together
to define the corporate strategy
• Barely no processes are automated
• Do not support the continuum from
full service to self-service
• Start to automate basic processes
• Start to support the continuum from
full service to self-service
• Many processes have been
automated
• Algorithms are extensively used to
optimize processes automatically
• Support the continuum from full
service to self-service
• Most processes have been automated
• Algorithms and machine learning are
extensively used to optimize
processes automatically
• Support the continuum from full
service to self-service

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Description (2/2)
Culture &
People
Organization
Marketing
Cyber
Security
Brand
Management
• Mainly uses traditional marketing
levers (e.g. TV, Radio)
• Starts to use both traditional
marketing levers and digital
marketing lever (e.g. Google Ads,
Facebook Organic, Facebook Ads),
but in a siloed way
• Uses both traditional marketing
levers and digital marketing lever in
an integrated way
• Same as level 3
• Great at creating shareable viral
content
• Always experiments new emerging
marketing levers
• Employee training is inefficient,
relying heavily on classroom
• Did not define a Digital culture
• Do not have the right talents and
capabilities
• Some employee training is digitized
and becomes more efficient
• Started to implement a Digital
culture
• Start to recruit the right talents and
capabilities
• Employee training is digitized and
available on demand
• The new digital culture has been
implemented
• Has the right talents and capabilities
• Employee training is pushed to
individuals on-demand as part of
continual improvement process
• The company is well-know for its
great digital culture
• Has the right talents and capabilities
• Bureaucratic organization
• Communication essentially done via
emails
• Start to create an agile organization
• Communication essentially done via
emails
• Has an agile organization
• Communication done via emails
and collaborative tools (e.g. Slack,
Atlassian) where the right people
and the right information come
together
• Recognized in the industry as a
state-of-the-art agile organization
able to quickly adapt, innovate and
disrupt other companies or itself
• Do not plan for and proactively
addresses cyber threats and
vulnerabilities
• Does not establish user profile to
ensure proper access to sensitive
data
• Start to plan for and proactively
addresses cyber threats and
vulnerabilities
• vulnerabilities ensure proper access
to sensitive data
• Plans for and proactively addresses
cyber threats and vulnerabilities
• Establishes user profile to ensure
proper access to sensitive data
• Customer confidence above the
industry average
• Plans for and proactively addresses
cyber threats and vulnerabilities
• Establishes user profile to ensure
proper access to sensitive data
• Customer confidence in the 90th
percentile within the industry
• Does not have a consistent and
differentiating brand across digital
channels
• Start to develop a consistent and
differentiating brand across digital
channels
• Has a consistent and differentiating
brand across digital channels
• Customer trust above the industry
average
• Has a consistent and differentiating
brand across digital channels
• Customer trust in the 90th percentile
within the industry

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Current State & Target State
Customer
Experience
Data &
Insights
Strategy &
Leadership
Technology
Operations
Culture &
People
Current State Target State
Organization
Marketing
Cyber Security
Brand
Management

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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Mission, Vision & Digital Transformation Strategic Objectives
Mission
Vision
Digital
Transforma-
tion
Strategic
Objectives
Insert your mission statement in this grey box
Insert Digital
Transformation
Strategic objective
#1
(e.g. Increase sales)
Insert Digital
Transformation
Strategic objective
#2
(e.g. Decrease cost)
Insert Digital
Transformation
Strategic objective
#3
(e.g. Increase
customer
satisfaction)
Insert Digital
Transformation
Strategic objective
#4
(e.g. Increase
employee
satisfaction)

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KPIs and Targets
Insert the Digital Transformation
Strategic Objectives #1
Strategic Objectives
KPIs
• e.g. Sales from BU 1
• Insert KPI
• Insert KPI
Targets
• e.g. +15%
• Insert Target
• Insert Target
• Insert KPI
• Insert KPI
• Insert KPI
• Insert Target
• Insert Target
• Insert Target
(e.g. Increase customer
satisfaction)
• Insert KPI
• Insert KPI
• Insert KPI
• Insert Target
• Insert Target
• Insert Target
(e.g. Increase employee
satisfaction)
• Insert KPI
• Insert KPI
• Insert KPI
• Insert Target
• Insert Target
• Insert Target

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Digital Transformation Team
Digital Transformation Headcount
Past & Projection

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Digital Transformation Organizational Chart
Insert Name
Chief Marketing
Officer
Insert Name
Insert Role
Insert Name
Insert Role
Insert Name
Insert Role
Insert Name
Insert Role
Insert Name
Insert Role
Insert Name
Insert Role
Insert Name
Insert Role
Insert Name
Insert Role

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Digital Transformation Budget
Digital Transformation Budget (US$)
Past & Projection

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Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

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Technologies to consider to reach our Strategic Objectives
Big Data Artificial Intelligence Cloud Computing Cyber Security
Blockchain Internet of Things Digital Marketing 3-D Printing
Drones Virtual Reality Augmented reality
Robots

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Big data is a term that describes the large volume of data, both structured and unstructured, that
inundates a business on a day-to-day basis. But it’s not the amount of data that’s important. It is what
organizations do with the data that matters. Big data can be analyzed for insights that lead to better
tactical and strategical decisions.
While the term “big data” is relatively new, the act of gathering and storing large amounts of
information for eventual analysis is ages old. The concept gained momentum in the early 2000s when
industry analyst Doug Laney articulated the now-mainstream definition of big data as the three Vs:
• Volume: Organizations collect data from a variety of sources, including business transactions,
social media and information from sensor or machine-to-machine data. In the past, storing it
would’ve been a problem, but today, new technologies have eased the challenge.
• Velocity: Data streams in at an unprecedented speed and must be dealt with in a timely manner.
RFID tags, sensors and smart metering are driving the need to deal with torrents of data in near-
real time.
• Variety: Data comes in all types of formats, from structured, numeric data in traditional databases
to unstructured text documents, email, video, audio, stock ticker data and financial transactions.
The amount of data in our world has been exploding, and analyzing large data sets will become a key
basis of competition, underpinning new waves of productivity growth, innovation, and consumer
surplus, according to research by MGI and McKinsey's Business Technology Office.
Why are we considering the Big Data for our
organization?

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Examples of industry using Big Data
Government
Manufacturing
Banking With large amounts of information streaming in
from countless sources, banks are faced with
finding new and innovative ways to manage big
data. Big Data and Analytics help banks better
understand customers and minimize risk. Big
data brings big insights, but it also requires
financial institutions to stay one step ahead of
the game with advanced analytics.
Health care
Retail
Education Educators armed with data-driven insight can
make a significant impact on school systems,
students and curriculums. By analyzing big
data, they can identify at-risk students, make
sure students are making adequate progress,
and can implement a better system for
evaluation and support of teachers and
principals.
When government agencies are able to harness
and apply analytics to their big data, they gain
significant ground when it comes to managing
utilities, running agencies, dealing with traffic
congestion or preventing crime. But while there
are many advantages to big data, governments
must also address issues of transparency and
privacy.
Patient records. Treatment plans. Prescription
information. When it comes to health care,
everything needs to be done quickly,
accurately, and, in some cases, with enough
transparency to satisfy stringent industry
regulations. When big data is managed
effectively, health care providers can uncover
hidden insights that improve patient care.
Armed with insight that big data can provide,
manufacturers can boost quality and output
while minimizing waste – processes that are
key in today’s highly competitive market. More
and more manufacturers are working in an
analytics-based culture, which means they can
solve problems faster and make more agile
business decisions.
Customer relationship building is critical to the
retail industry – and the best way to manage
that is to manage big data. Retailers need to
know the best way to market to customers, the
most effective way to handle transactions, and
the most strategic way to bring back lapsed
business. Big data remains at the heart of all
those things.

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Where does Big Data come from?
The sources for big data generally fall into one of three categories
Social media
data
Publicly
available data
Streaming
data
This category includes data that reaches your IT systems from a web of connected
devices, often part of the IoT. You can analyze this data as it arrives and make
decisions on what data to keep, what not to keep and what requires further analysis.
The data on social interactions is an increasingly attractive set of information,
particularly for marketing, sales and support functions. It's often in unstructured or
semistructured forms, so it poses a unique challenge when it comes to consumption
and analysis.
Massive amounts of data are available through open data sources like the US
government’s data.gov, the CIA World Factbook or the European Union Open Data
Portal.

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What is Artificial Intelligence (AI)?
A system with a gool-oriented adaptive behavior
Popular definition of AI
More accurate definition of AI
(from Daniel Hulme, CEO of AI Solution
Satalia)
The theory and development of computer
systems able to perform tasks normally
requiring human intelligence, such as visual
perception, speech recognition, decision-
making, and translation between languages.
A system with a goal-oriented adaptive
behavior
• “Goal-oriented” in a sense of trying to
achieve an objective (e.g. Better allocate
Google ads spending to ensure better ROI)
• “Behavior” in a sense of how quickly and
frictionlessly , I can move resources to
achieve the objective
• “Adaptive” in a sense of making a decision,
and then learning whether that decision was
good or bad, and adtapting its own model of
the world

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Estimated Value of Artificial Intelligence
The potential value created by Artificial Intelligence could reach between $3.5T and
$5.8T
According to McKinsey Global Institute Analysis, the potential value generated by
Artificial Intelligence could reach between $3.5T and $5.8T.
The value generated by AI will mostly be captured by the following business functions:
Marketing & Sales
($1.4T and $2.6T)
Supply Chain
Management &
Manufacturing
($1.2T and $2T)
Other
Operations
($234B and
$371B)
Risk
($135B and
$200B)
Finance
& IT
($135B
and
$187B)

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Cloud computing is the practice of using a network of remote servers hosted on the
Internet to store, manage, and process data, rather than a local server or a personal
computer.
The key benefits of Cloud computing are:
Efficiency
Strategic
Value
Flexibility
Users can scale services to fit their needs, customize applications and access cloud
services from anywhere with an internet connection.
Enterprise users can get applications to market quickly, without worrying about
underlying infrastructure costs or maintenance.
Cloud services give enterprises a competitive advantage by providing the most
innovative technology available.
Why are we considering Cloud Computing for our
organization?

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Cyber security is the practice of protecting systems, networks, and programs from digital attacks.
These cyberattacks are usually aimed at accessing, changing, or destroying sensitive information;
extorting money from users; or interrupting normal business processes.
Implementing a Cyber security solution would provide many benefits for our organization:
Personal Information
Protection
Productivity Protection
A comprehensive Digital
Protection
This will allow our employees to surf the internet as and when they need, and ensure that they
aren’t at risk from potential threats.
One of the most valuable commodities in the digital age is personal information. If a virus is
able to obtain personal information regarding our employees or customers, they are quite
capable of selling that information on, or even using it to steal their money.
Viruses can slow down personal computers to a crawl, and make working on them practically
impossible. This can cause a lot of wasted time for your employees, and can often bring your
entire business to a standstill.
Protection from Spyware &
Adware
Inspire Confidence in our
Customers
Website Protection
If our system becomes infected, there is a real chance that our website be forced to shut
down. This means that not only will we be losing money from missed transactions, but we will
also lose customer trust.
Spyware is a form of cyber infection which is designed to spy on a computer actions, and relay
that information back to the cyber-criminal.
Adware is a form of computer virus which fills a computer with advertisements.
If we can prove that our business is effectively protected against all kinds of cyber threats, we
can inspire trust in our customers and clients. They will then feel more confident when
purchasing our products or using of our services.
Why are we considering a Cyber security solution for
our organization?

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Why are we considering the Blockchain Technology
for our organization?
Blockchain is a distributed database existing on multiple computers at the same time. It is constantly growing as new
sets of recordings, or 'blocks', are added to it. Each block contains a timestamp and a link to the previous block, so
they actually form a chain.
The potential Blockchain benefits for our organization are:
Greater
transparency
Because blockchain is a type of distributed ledger, all network participants share the same documentation
as opposed to individual copies. That shared version can only be updated through consensus, which
means everyone must agree on it. To change a single transaction record would require the alteration of all
subsequent records and the collusion of the entire network. Thus, data on a blockchain is more accurate,
consistent and transparent than when it is pushed through paper-heavy processes.
Enhanced security
There are several ways blockchain is more secure than other record-keeping systems. Transactions must
be agreed upon before they are recorded. After a transaction is approved, it is encrypted and linked to the
previous transaction. This, along with the fact that information is stored across a network of computers
instead of on a single server, makes it very difficult for hackers to compromise the transaction data.
Improved
traceability
It is sometimes difficult to trace products that are traded through our supply chain. If exchanges of goods
were recorded on a blockchain, we would end up with an audit trail that shows where an asset came from
and every stop it made on its journey. This historical transaction data could help us verify the authenticity
of assets and prevent fraud.
Increased
efficiency and
speed
Since we use traditional, paper-heavy processes, trading anything is a time-consuming process that is
prone to human error and often requires third-party mediation. By streamlining and automating these
processes with blockchain, transactions could be completed faster and more efficiently. Since record-
keeping would be performed using a single digital ledger that is shared among participants, we wouldn’t
have to reconcile multiple ledgers and we would end up with less clutter.
Reduced costs
With blockchain and its trustable data, we wouldn’t need as many third parties or middlemen to make
guarantees. Besides, we wouldn’t have to review so much documentation to complete a trade because
everyone would have permissioned access to a single, immutable version.

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Why are we considering the Internet of Things for our
organization?
The Internet of things (IoT) is the extension of Internet connectivity into physical devices and everyday objects.
Embedded with electronics, Internet connectivity, and other forms of hardware, these devices can communicate and
interact with others over the Internet, and they can be remotely monitored and controlled.
The key benefits of IoT for our organization are:
Increased
Productivity
Products that are connected can communicate their condition and report on how they are used. This data
can be used across the extended supply chain. For example, it can be the trigger to schedule preventative
maintenance on a production line when equipment is not in uses, rather than reactive maintenance when it
breaks down. Usage and performance data can also be fed back into the R&D process to improve the
performance and usability of a product.
Improved
Customer
Experience
A great example of improved customer experience is in the automotive industry where vehicles are already
capable of providing real-time diagnostic and location data, as well as usage data, such as vehicle speed,
fuel consumption, and trip lengths. Bringing this to other industries, logistics companies can provide
location data in real time to their customers, helping customers keep track of when their shipments will be
delivered, and truck drivers can receive instant alerts when they need to bring their vehicles in for service
based on remote diagnostics.
Enhanced
Business Models
Older business models are built on a path to profit that relies on selling products. More products sold
equals more profit. Thanks to the IoT, profits are more heavily reliant on recurring income. The business
model needs to be based upon how the products and the data they produce can generate additional
income streams. Personalization, additional services, and usage-based pricing are all becoming the norm,
as is understanding how the additional partners in the ecosystem make money and support each other’s
efforts. The IoT has the potential to increase revenue, but only when businesses are willing to embrace a
new way of thinking and look at new options for income generation.

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Why are we considering Digital Marketing for our
organization?
Digital Marketing encompasses all marketing efforts that use an electronic device or the internet. Businesses leverage
digital channels such as search engines, social media, email, and other websites to connect with current and
prospective customers.
The key benefits of Digital Marketing are:
Ability to reach a
great number of
people
Digital marketing will allow our organization to reach millions of people leveraging search engines, social
media and emails.
Ability to market a
business in a very
cost-effective way
For example, a small business can expose over 1,000 people to its products and services for less than $3
using social media. While that same exposure through direct mail costs about $57 and through television
ads costs about $28.
Ability to measure
return on
investment
Digital marketing analytics takes the guess work out of determining whether our marketing is actually
working. By measuring our digital marketing campaigns in real-time, we can see which tactics are working
and which are not. Then, we can adjust our campaigns for greater success. We can also take the insights
that we’ve gained from the process to improve future campaigns
Ability to target our
ideal buyers
With digital marketing, we can ensure that the right consumers are viewing our content. SEO allows us to
reach those consumers who are searching the web for content and topics that are relevant to our business.
While pay-per-click, display, and social media advertising enables us to target those who are most likely to
be interested in our products or services based on demographic information and general characteristics.

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Why are we considering 3D Printing for our
organization?
The 3D printing technology builds a three-dimensional object from a computer-aided design (CAD) model, usually by
successively adding material layer by layer, which is why it is also called additive manufacturing. 3D Printing
processes are now considered viable as an industrial-production technology.
The key benefits of 3D Printing are:
Cost Reduction 3D Printing helps bring the machine costs, labor costs and material costs down.
Speed
With 3D printing, parts and products can be manufactured a lot quicker than they can using traditional
methods. Complex designs can be created as a CAD model and then transformed into a reality in just a
few hours. This delivers design ideas in a way that enables them to be verified quickly and designed in a
short space of time. This is so advantageous over traditional methods as they can take weeks or months to
go from the design stage to prototype stage and right through to the production process.
Enhanced
Competitive
Advantage
Through having the ability to reduce the life cycle of products, businesses can create room for new
products that have been improved and enhanced – delivering better products in a shorter space of time.
This gives a competitive advantage, but it also makes it possible to develop products early, creating
prototypes more frequently until the product is perfected and ready for production creating a highly
effective product launch.
Error reduction
When it comes to designing parts and products, designers have to consider efficiency. Many parts and
products require a high number of steps in the traditional manufacturing process. This can lead to
problems with the manufacturing process as there is a risk of error and so, a single step manufacture is
more beneficial.
Confidentiality
With 3D printing, third parties can never claim your innovations for themselves. Continuous prototyping
and manufacturing in-house with a 3D printer ensures that designs never leave the company premises,
safeguarding your intellectual property.

43
Why are we considering the use of Drones for our
organization?
Drones are more formally known as unmanned aerial vehicles (UAVs) or unmanned aircraft systems (UASes).
Essentially, a drone is a flying robot that can be remotely controlled or fly autonomously through software-controlled
flight plans in their embedded systems, working in conjunction with onboard sensors and GPS.
The key benefits of using Drones are:
Cost Reduction
The use of Drones helps decrease the cost associated with transporting a certain product from one place
to another. That is why transportation corporations and online retail companies are opting for drone as part
of their logistics. Amazon and EBay are now also considering a new futuristic service such as using drones
to improve product delivery.
Time Saver
Drones are very convenient for users who want to save more time while covering a scene and navigating
above the ground. With just a push of a button, users can already fly the drone and start recording moving
images to its surroundings in a lesser time. Users will no longer have to wait for a photographer,
cameraman, and digital artist to accomplish the job just to record images or carry a material.
Less Effort
When users intend to capture a photo or video, drones provide a better accessibility than the traditional
camera to lessen effort. Drones are smaller and more convenient than the traditional large cameras, which
require your whole body to carry the camera.
Live Streaming
Drones are common for live streaming events, especially when there are important occasions that are
currently scheduled for a particular day. You can fly the drone to the area where there is a high
concentration of individuals, groups, or organizations that are present in a certain event. There is no
restriction for any drones to cover a live event. Images captured by the drone can be published to blogs,
streaming sites, and social media networks.

44
Why are we considering the use of Robots for our
organization?
A robot is a machine designed to execute one or more tasks automatically with speed and precision. There are as
many different types of robots as there are tasks for them to perform. Robots that resemble humans are known as
androids; however, many robots aren't built on the human model. Industrial robots, for example, are often designed to
perform repetitive tasks that aren't facilitated by a human-like construction.
The key benefits of using Robots are:
Cost Reduction
For many companies, using robots will cut costs of human labor. Once a company has purchased a robotic
team to complete tasks, they’ll just be paying to power and maintain them, which is usually a lot cheaper
than paying a salary to each employee.
Quality and
Accuracy
The possibility of human error is removed when humans aren’t performing jobs. Robotic workers achieve
precise, exact movements and execute with minimal error. Fewer errors mean more quality products and
less wasted production materials. That translates to more profits for the business. Improved quality and
accuracy will leave less room for frustration internally. It will also make clients happier.
Uninterrupted
Workflow
Robots don’t need to sleep, or even rest. It means that robotic automation unleashes the possibility of 24/7
production.
Robots Can
Perform Complex
Tasks
In this day and age, robotic technologies are constantly improving. Scientists have even created robots
that walk with a human-like gait. And with these vast and quickly developing improvements comes the
ability to perform complex tasks in the workplace. This will remove the need to locate and hire specialized
employees. It will also ensure that difficult and complicated tasks are performed without error.

45
Why are we considering Virtual Reality for our
organization?
Virtual Reality (VR) is the use of computer technology to create a simulated environment. Unlike traditional user
interfaces, VR places the user inside an experience. Instead of viewing a screen in front of them, users are immersed
and able to interact with 3D worlds. By simulating as many senses as possible, such as vision, hearing, touch, even
smell, the computer is transformed into a gatekeeper to this artificial world.
The key benefits of using Virtual Reality are:
Better Product
Prototyping
Companies will be able to use VR to better visualize and design the product that they are developing like
never. This was not possible before, but with the advent of VR the product being developed can be
precisely designed, analyzed for its functionality, and can also be modified multiple times if required before
it is sent to production.
Reduced Travel
Cost
Virtual reality helps businesses to conduct efficient virtual meetings involving different teams spread across
the globe.
Provide a
Competitive
Advantage
As opposed to a traditional product launch or physically building a new store, businesses can quickly and
confidentially create a virtual store, which is much easier as compared to physically setting up a store.
While the speed of marketing can be accelerated using this technology, the store can be planned in
complete secrecy. This helps businesses to stay ahead of the competition.
Easier to Interview
Candidates
With new applications of VR, taking interviews of candidates who have applied for a job will be much
easier for the human resources department in the future. They will be able to interview candidates from
different locations face-to-face in a virtual conference room, where they will also be able to view the
candidate's responses and body language.

46
Why are we considering Augmented Reality for our
organization?
Augmented reality, commonly abbreviated "AR," is computer-generated content overlaid on a real world environment.
AR hardware comes in many forms, including devices that you can carry, such as handheld displays, and devices you
wear, such as headsets, and glasses.
The key benefits of using Augmented Reality are:
Technology is
Unique and
Noticeable
For now, companies using AR have much more chances to surprise their customers and create a
necessary buzz, because they can give their consumers something their competitors don`t have yet.
More Virality
Augmented reality gets better word of mouth and social sharing, which increase the acquisition of new
customers.
Opportunities for
Personalization
AR provides a chance to create something unique for the prospect or customer. AR is way more engaging
than standard media content.
Content Quality
Improvement
With AR a company can give users a tool for creating the content that they couldn`t do before by
themselves.

47
Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

48
We identified 5 key problems that our Digital Transformation
could solved
1 Insert your key problem (e.g. With so many IT systems, it is extremely difficult to have one single source of truth
providing a 360 degrees view of our customers)
2 Insert your key problem (e.g. The product recommendation of our website do not really leverage all the data we
have on our customers)
3 Insert your key problem (e.g. Our Supply chain is too complex, costly and paper-based)
4 Insert your key problem (e.g. We spend high amount in Marketing without really know our return on investment)
5 Insert your key problem (e.g. Due to a market saturation, our growth has been flat for the past 2 years. We need to
find additional streams of income to be able to meet shareholder expectations)

49
Based on our desired target state, key problems, strategic
objectives & potential new technologies, we identified 10 initiatives
Initiative name Description
1.Big Data Insert description
2.Google Ads e.g. Advertise in a profitable way to Millions of people every month
3.Artificial Intelligence e.g. Acquire a competitive advantage by adopting AI within the company
4.Digital culture Insert description
5.Agile Organization Insert description
6.Insert the name of the initiative Insert description

50
We assessed the impact & effort level associated with each
initiative (1/2)
Impact Effort
An initiative with a high impact
would mean one of the
followings:
• The initiative needs to happen
in order to achieve the desired
future state
• The initiative will significantly
reduce our cost or increase our
revenue
The “Effort” criteria is
assessed based on the
followings:
• Ease of implementation
• Time frame required
• Resources required (Number of
people, capital investment, etc.)

51
We assessed the impact & effort level associated with each
initiative (2/2)
Initiative name Impact Effort
1.Big Data Insert your own text Insert your own text
2.Google Ads High High
3.Artificial Intelligence Low Low
4.Digital culture Very low Very low
5.Agile Organization Very high Very high
6.Insert the name of the initiative Average Average
7.Insert the name of the initiative Low Low
8.Insert the name of the initiative Very low Very low
9.Insert the name of the initiative Low Low
10.Insert the name of the initiative Very low Very low
For more details, see Business Case associated with each initiative

52
We recommend to prioritize the initiatives with high impact and low
effort
impact
Effort
Low
High
Low
High
Initiative Prioritization Matrix
1 2
7
4
6
5
9
3
10
8

53
Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

54
54
Overarching Digital Transformation Plan
Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1.Big Data
2.Google Ads
3.Artificial Intelligence
4.Digital culture
5.Agile Organization
Insert initiative name

55
55
1.Identify all the potential sources for
data
2.Define how to store and manage
data
3.Define how much of it to analyze
4.Decide how to use insights
5.Research the technologies to make
the most of big data
6.Implement the selected technology
7.Optimize
8.Insert your own text
Detailed Plan for Initiative “Big Data”

56
56
Detailed Plan for Initiative “Google Ads”
Define account structure
Define Campaigns,
Adgroups & Keywords
Define at least 2 ads per
Adgroup
Define Ad extensions
Go live
Manage bids based on
performance
Adjust bids per location,
Age, Gender, Device, etc.
Add new Keywords based
on search term report
Add negative Keywords

57
57
1.Get Familiar with AI
2.Create an AI team including
Business experts & AI experts
3.Identify the problem we want AI to
solve
4.Identify initiatives to solve these
problems
5.Assess the potential value of each
initiative
6.Prioritize the initiatives
7.Acknowledge the Internal Capability
Gap & hire accordingly
8.Form a taskforce to integrate our
different data set together
9.Begin applying AI to a small sample
of your data
10.Prove value, collect feedback, and
then expand accordingly
Detailed Plan for Initiative “Artificial Intelligence”

58
58
Detailed Plan for Initiative [insert initiative name]

59
59

60
60

61
61
Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

62
62
Dashboard - Digital Transformation Strategic Objectives Status
Mission
Vision
Digital
Transforma-
tion
Strategic
Objectives
Insert Digital
Transformation
Strategic objective
#1
Insert Digital
Transformation
Strategic objective
#2
Insert Digital
Transformation
Strategic objective
#3
(e.g. Increase
customer
satisfaction)
Insert Digital
Transformation
Strategic objective
#4
(e.g. Increase
employee
satisfaction)
Slightly behind target Meeting target or above target
Significantly behind target

63
63
Dashboard - KPIs Status
Strategic Objectives
KPIs
• e.g. Sales from BU 1
• Insert KPI
• Insert KPI
Targets
• e.g. +15%
• Insert Target
• Insert Target
• Insert KPI
• Insert KPI
• Insert KPI
• Insert Target
• Insert Target
• Insert Target
(e.g. Increase customer
satisfaction)
• Insert KPI
• Insert KPI
• Insert KPI
• Insert Target
• Insert Target
• Insert Target
(e.g. Increase employee
satisfaction)
• Insert KPI
• Insert KPI
• Insert KPI
• Insert Target
• Insert Target
• Insert Target
Status
Slightly behind target Meeting target or above target
Significantly behind target

64
64
Dashboard - Overarching Digital Transformation Plan
Artificial Intelligence
Google Ads
Behind schedule On track or completed
Significantly behind schedule

65
65
1.Identify all the potential sources for
data
2.Define how to store and manage
data
3.Define how much of it to analyze
4.Decide how to use insights
5.Research the technologies to make
the most of big data
6.Implement the selected technology
7.Optimize
Dashboard - Detailed Plan for Initiative “Big Data”

66
66
Dashboard - Detailed Plan for Initiative “Google Ads”
Define account structure
Define Campaigns,
Adgroups & Keywords
Define at least 2 ads per
Adgroup
Define Ad extensions
Go live
Manage bids based on
performance
Adjust bids per location,
Age, Gender, Device, etc.
Add new Keywords based
on search term report
Add negative Keywords

67
67
1.Get Familiar with AI
2.Create an AI team including
Business experts & AI experts
3.Identify the problem we want AI to
solve
4.Identify initiatives to solve these
problems
5.Assess the potential value of each
initiative
6.Prioritize the initiatives
7.Acknowledge the Internal Capability
Gap & hire accordingly
8.Form a taskforce to integrate our
different data set together
9.Begin applying AI to a small sample
of your data
10.Prove value, collect feedback, and
then expand accordingly
Dashboard - Detailed Plan for Initiative “Artificial Intelligence”

68
68
Dashboard - Detailed Plan for Initiative [insert initiative name]

69
69
Next steps
• Once your Digital Transformation Strategy and Plan has been approved,
communicate it to the Organization (Note: most of the key stakeholders should have
already been highly engaged in the preparation of this deliverable)
• Make sure everyone has a clear understanding of the different roles & responsibilities
• Set up a 45-min weekly meeting with all the key stakeholders to follow the Digital
Transformation Strategic Objectives progress
• Display the dashboards on the meeting room. Choose the method below that best suits
your company:
• Print the dashboards on A1 and stick them on the meeting room wall
• Reproduce the dashboards using post-it notes, tapes and Sharpy pens
• Use a digital whiteboard such as Google Jamboard. Particularly useful if you have
key stakeholders in different cities or countries

70
70
Table of Content
4. SWOT
• Big Data
• Cloud Computing
• Cyber security
• Blockchain
11. Exhibit
• 3-D Printing
• Drones
• Robots
• Virtual Reality

71
71
Insert exhibit #1 title
Insert your own words to summarize the key message of this slide

72
72
Insert exhibit #2 title
Insert your own words to summarize the key message of this slide

73
73
CEO: insert your own text
Chief Digital Officer: insert your own text
Author: insert your own text
Date: insert your own text
Version No: E.g. 1.0 for final / 0.1 for drafts
Models

74
Digital
Transformation
Digital transformation is the process of using digital technologies to create
new — or modify existing — business processes, culture, and customer
experiences to meet changing business and market requirements. This
reimagining of business in the digital age is a digital transformation

75
Change Management in a Company
Introduction
Mechanical production with water and stream power
1. Industrial Revolution
Mass production through assembly lines and electricity
Digital revolution (the use of electronic and IT systems)
Industry 4.0 (Industrial production combined with modern information and communication technology)
Change Management
Change management encompasses all measures used to change the strategies, structures, processes and behavior of an organization

76
The Role of Transformation
Information
CONVERTED NOT CONVERTED
Digital Transformation Digital Transformation
• What role does the company play in
today’s business?
• What does digital transformation look like?
CHANGE

77
People
Process Tools
Digital
Transformation

78
Change in
Operational
Model
Wearables
Customer
Interaction
Artificial
Intelligenc
e
Robotics
Employee
Engagement
Big
Data
Cloud
Computing
Changes
in
Business
Model
Mobile
Apps
Digital
Transformatio
n

79
Four Stages of Digital Transformation Business Network Collaboration
Four Stages of Digital Transformation
Customer Experience Omni-
channel
This is a sample text. You simply add
your own text and description here.
Supplier Collaboration
Business Networks
Workforce
Engagement
Asset & Internet
Of Things

80
Enter your subhead line here
Six Stages Digital Transformation Strategy
Customer Experience & Digital
Marketing
This is a sample text. You simply add your
own text and description here.
Digital
Business Models
Digital
Organization
Digital Technology
Strategy
Analytics
Governance, Risk
& Compliance

81
Digital Transformation Channel Flexibility & Cloud Solutions
DT Channel Flexibility & Cloud Solutions
Channel Flexibility
Cloud Solutions
This is a sample text. You
simply add your own text
and description here.
Business Agility
Rich User Experience
Big Data

82
Digital Transformation Engaging Customers & Optimizing Operations
DT Engaging Customers, Optimizing
Operations
Engaging
Customers
Empowering
Employees
Optimizing
Operations
Transforming
Products
simply add your own text and
description here.
description here.
description here.
description here.

83
DT for Continuous Improvement & Business
Growth
Innovative Approach
Business Growth
Continuous Improvement
Intelligent Use of Technology

84
Five Diamonds DT Process Integration & Insights
Platform-ization
Integration
This is a sample text. You simply
add your own text and description
here.
Process
This is a sample text. You simply
add your own text and description
here.
Insights

85
DT Operational Architecture & Solution
Selection
Strategy Objectives
Operational Excellence
Operational Architecture
Business Case Development
Solution Selection

86
Five Stages Loop for Digital Transformation
Big Data
Analytics
Instrumental Industrial Machine
This is a sample text. You simply add your own text
Industrial Data
System
Physical & Human
Networks
Remote & Centralized Data
Visualization
This is a sample text. You simply add your own
text and description here.
Digital
Transformatio
n

87
Five Steps of Digital Transformation
1
Digital
Business
Strategy &
Culture
2
Staff &
Customer
Engagement
3
Process &
Innovation
4
Technology
5
Data &
Analytics
If strategy and culture aren’t
right, It leads to digitization of
services
If engagement with
stakeholders is wrong, it leads
to resistance
Without these, incoherent
actions occurs
Rarely the differentiator
technology does enable digital
transformation and it is
therefore vital that the right
technology is embraced
Used for insights and
evidence-based decision
marketing, without it there is
simply stagnation

88
Four Stages Digital Transformation Flow
Chart
Strategy & Vision Technology &
Capabilities
People & Culture Process & Governance
Text Here Text Here Text Here Text Here

89
Why Digital Transformation is Needed?
Innovation Employee Influence
Customer Influence Competition

90
Why Digital Transformation is Needed?
?
The Invisibility Of New Companies
Customer Influence
The Constant Pace Of Innovation
Employee Influence
Thanks to the internet customers had access to several
offers from which they can choose the best product.
Therefor competition between companies is not limited to
the domestic market.
Employees also have high expectations of the company. If
IT cannot meet their requirements employees will resort to
other system and applications that are unregulated by the
company.
The rules are always changing from an industry and
emerging the start-ups are mostly reason. Companies,
therefore have to constantly a brainstorm ideas and
optimize process to stay on the market
Changes happen more and more quickly. Every few years,
innovations become absolute and are replaced by new
innovations. If a company cannot keep up, it will no longer
exist.

91
Core Elements
Digital
Transformation
Customer Understanding
Top-Line Growth
Digitally Modified Business
Customer Touch Points
Process Digitization
Performance Management

92
Barriers to Digital Transformation
70%
60%
45%
30%
25%
10%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Legacy System / Processes
Digital Skills Shortage
Data Issues
Short-Term Revenue Targets
Employee Traning
Business Case Identification

93
Digital Transformation in 5 Steps
Ways to Achieve Digital Transformation
Gain New Experience & Design
Innovative Business Models
Develop
Digital DNA
Adopt New Technologies to an
Existing Infrastructure
Design Decision On Data Not on
Feelings
Co-Create & Co-Innovation With
New Parents

94
Transformation Roadmap
Assessment Opportunity Scan Re-Vision
Business Case
Commitment
Test
Scale Re-View / Re-Cycle

95
Task Distribution
80%
75%
65%
55%
40%
30%
20%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
IT CEO Development Product/Divisions Research &
Development
Outside Service
Prvoviders
Special "Digital"
Department
Others

96
Digital Transformation Task: IT Department
Task Distribution
Consultation
Innovation
Management
Product Development
Check Concepts
Integrate & Optimize New
Apps
Develop New Apps
Run New Apps
Manage Needs &
Requirements

97
Digital Jobs Within A Company
Task Distribution
• Employer Brand Director
• Design Learning Manager
• Digital Work Experience Expert
Human Resources
• Digital Marketing Professional
• Digital Communications Manager
• Digital Copywriter
Marketing
• E-Business Manager
• Digital Account Manager
• Digital Product Manager
Sales
• Web Project Manager
• Web Designer
• SEO Manager
Web
• Digital Marketing Professional
• Digital Communications Manager
• Digital Copywriter
Technology
• Content Manager
• Chief Listening Officer
• Social Media Manager
Supporting Task

98
Transformation On Budget
0-3 Months 4-6 Months 7-12 Months
$5000 $6000 $8000
Content
Curation
Launch Blog
& Email
Marketing
Audience
Building
Email
Database
Website &
Social
CRM

99
Value Addition from Transformation
81%
Life in Engagement
25%
Increase in Sales
55%
Higher Traffic
70%
Improved Customer Satisfaction (i.e, NPS)
60%
Increased Lead Gen/Sales

100
Digital Transformation Strategy - Basic
Digital Transformation Strategy
2. Growth Driver 3. Operational Improvement
1. Digital Transformation
Demand
Generation
Availability
and
Selection
Customer
Purchasing
Process
Customer
Experience
Process
Efficiency
Capital
Use
Agility
New
Business
Models

101
Digital Transformation Strategy
Customer
Experienc
e
Customer
Purchase
Process
Reach &
Selection
Demand
Generatio
n
New
Business
Models
Agility
Assets
Utilization
Process
Efficiency
Operational
Improvemen
t
Growth
Drivers

102
Components of Digital Transformation
Customer
Integration
Employee
Training
Process
Optimization
Product
Transformation
Intelligent System

103
Digital
Transformation
Wearables
Drone
Self Driving
Car
Self
Driving
Car
Ecommerce
Social Media
Infotai-
nment
Digital
Products
Cloud
Computing
Smart
Factory
Internet of
Things
Big Data
Data
Robotics
Additive
Manufact-
uring
Apps
Remote
Mainte-
nance
Broadband
Data Based
Routing
Factors of Digital Transformation
Digital Data
Connectivity
Automation
Digital Customer
Access

104
Aspects of Digital Transformation
Upper management is responsible for preparing and implementing digital transportation
Strategy & Management
There need to be positive customer experience in all aspects, both online and offline.
Customer Experience
New digital technologies can create product and service innovations.
Innovation
In order to implement change, appropriate know-how and corporate culture are structured
Know-How & Culture
Organizational forms are adapted to align with corporate culture
Organization

105
Aspects of Digital Transformation
Internal and external collaboration is adapted to transformation.
Collaboration
A digital infrastructure is set up to create conditions for new possible collaborations.
Digital Infrastructure
New processes are installed and existing processes are digitized and automated
Business Process
Connection with the internet make products, machines and other objects intelligent (Internet of Things)
Intelligent System

106
Generating Growth in The Digital Age
Knowledge
About customer and ecosystem
Defining
Success
Development
of the company
Creating
new value
Accelerating
implementation through technology
Protecting
the business
Understanding how customer needs and behavior patterns influence growth as well as values
in the value chain and the digital economy
Define business strategies, portfolios, business models and new value flows.
Develop the best offers and application models as well as a plan for target achievement.
Accelerate approaches for designing and developing company-wide solution strategies
Create scale new business ideas, products and services.
Protect assets, data and image against any threats from the digital economy

107
Digital Transformation Challenges
To change the
corporate culture
To keep the digital
strategy in mind
To ensure effective
collaboration
between departments
and teams
To allocate resources
and budgets
To understand the
influence of newly
networked customers
Challenges

108
Digital Transformation Challenges
The Need Digital Transformation Is Not
Recognized Or Lacks The Necessary
Commitment
There Is Little Or No Training
The Budget For Digitization Is Too Short-
sighted
Digital Solutions Are Only Sought For
Individual Problems Instead Of Working
On An Overall Strategy
Automations Is Neglected. Instead
Traditional Workplace Concepts Are
Applied
The IT Organizational Structure Is Not
Flexible Enough
Digital Activities Are Not Targeted Or
Embedded In Existing Corporate
Strategies
There Is a Lack Of Innovation In IT
Solution
The Date Center Infrastructure Is
Obsolete

109
Top Digital Transformation Challenges
Ensuring
Availability of
Resources
Changing Company
Culture
Handling The Talent
Confrontation
Handling Competition
Finding The Right
Leadership
Enhancing Customer
Experience
Engagement of
Employees

110
Digitalization Trends
Customer Interfaces
Are Digitized
Digital Business Models
Are Set Up
Data Is Stored A Huge Scale,
Analyzed And Made Usable Via Big
Data
Open Source
Communities/Crowdsourcing Are
Used For Projects
Mobile Data Access Is Enabled Via
Mobile Devices, Mobile Internet,
Cloud Etc.
Artificial Intelligence, 3D Printing And
Networking System Are Used For
Production Processes.

111
Digital Maturity Model From Reutlingen University of Applied Science
Digital Maturity Model
Vision, Roadmap of Transformation
Strategy
Management Methods, Resources
Management
Business Model, Innovation Potential, Digital Value Chain
Products
Procedures, Processes, Agility
Operations
Customer-Centric, Open Communication
Culture
Roles, Skills, Potential
People
Rules of Communication and Collaboration, KPIs
Monitoring
Software Tools, Cloud Structure, Industry 4.0
Technology
No Maturity Conceptual Defined Integrated Transformed

112
Management
Strategy
Operations
Products
This examines the degree of the digital strategy maturity.
Management develops a strategy taking into account technical
innovation as well as changes in consumer behavior. The digital
strategy, vision and business model are documented and
communicated within the company
This looks at how digitally compatible the product/service is. In
doing so a number of other things are taken into account such
as, customer benefits, the level of innovation in the business
model as well as the depth and added value of digitization
This entails management’s influence on implementing the
strategy. They need to up-to-date with new technologies as well
as communicate the need for changes
This investigates the agility of business processes as well as how
frequently digital is used. It examines resource allocations,
integrates digital activities and generalize the business model
Digital Maturity Dimensions

113
People
Culture
Technology
Monitoring
This explores the corporate culture and the scope of open
communication. Corporate culture is defined by employee
decision-making processes. The wrong corporate culture can
slow down innovation. Transparency dynamics and the
frequency of communication should be reviewed.
This looks at how well the digital strategy is being implemented
and which tools are being used.
This investigates how many digital experts already exist in the
company. It also checks whether necessary resources for digital
transformation are available.
This examines how well workplace concepts are being
implemented and how effectively digitization potential is being
used to develop products and services, Data analysis, cross-
channel management, process automation, and system agility
are important.
Digital Maturity Dimensions

114
Digital Maturity Levels
No Maturity Conceptual Defined Integrated Transformed
New approaches are
emerging through the
digitization of core processes,
products, and services. New
control models are required.
Corporate culture has
undergone a lasting change.
Strategies are developed
from pilot projects
experiences; A basic
awareness of digital
change develops within the
company.
Digital transformation has
already been carried out
with certain projects, but
no cross-departmental
corporate strategy can be
defined.
Digital change has been
discussed in some areas,
but there is still no
implementation strategy.
Digital media is integrated
more deeply into business
models where strategies have
been developed and
implemented. Core processes
products and series are
digitized.

115
Transformed Company – Roadmap Steps
Customer
Analysis
Competitive
Analysis
Market
Analysis
Corporate
Analysis
Analysis
Market
Positioning
Selecting
the Target Group
Strategy Design
Reach
Customers
Impress
Customers
Fresh Ideas and
Opportunities
Effect
People and
Corporate Culture
Processes and
System
Monitoring and
Controlling
Transformation
Roadmap for
Transformation
Internal
Communication and
Change
Management
Branding and
External
Communication

116
Rigid Value Chain
Transformed Company
Joins parts to create the end product and
monitors the customer interface
The Value Chain Before Digital Transformation
Original
Equipment
Manufacture
Delivers Parts
Asks For Parts
Delivers Product
Influences Need
Customer
Supplier

117
Digital
Transformation
Location
Supply Chain
Real
Estate
Marketing
Social
Mobile
Website
Call Center
Investor
Relations
Sales
Accounting

118
Digital Transformation Building Blocks
New Products and
Business Models
Customer
Relationships
Operations
Data And IT Infrastructure
Organization and Governance
Digital Culture and Change Management

119
Skills Necessary For Digital Transformation
Necessary
Skills
Business
Acumen
Agile
Structure
Technological
Savviness
Collaborative
Process
UX Design
Intraparietal
Spirit

120
Plan Your Journey To Digital Transformation
1
A Digital Laggard
Initial
4
Competing With
Digital
Quantified
2
Developing Digital
Capability
Managed
3
Average Digital
Capability
Defined
5
Best In Class Digital
Marketing
Optimized

121
The 7 Layers of Digital Transformation
Leadership & Capabilities Culture
Process Business Model
Infrastructure Customer Experience
Organization
01 02
03
04
05
06
07

122
Transformation Strategy Process
Context &
Capability
Insights
Strategy &
Experience
Modeling
Roadmap &
Execution
Planning
Execution &
Optimization
Vision & Goals
 Gather insights
 Size up capabilities
 Analyze gaps & opportunities
 Frame challenges & objectives
 Develop digital vision & high-
level goals
 Identify key initiatives
 Define technical &
operational requirement
 Develop business case for
investment
 Prioritize initiatives based on
effort and impact

123
An Effective Framework For Digital
Transformation
Customer
Information-Based Decisions
Digital Automation
Technology Finance and Governance
Business Model and Architecture
Must Be Well Established
And Effective Before
Successfully Pulling The
Three Key Levers

124
Digital Transformation & Holistic Optimization
Transformation
Determination &
Collaboration
Identification
& Information
Calculation
& Prioritization
Optimization &
Humanization
Experimentation
& Innovation
01 02
03
04
05
06
People
Process
Systems

125
Why Your Business Needs Transformation Strategy?
Why Business Needs a Transformation Strategy
Sales Marketing Business Model
Automation Customer Centric
Collaboration Process
Connectivity New Talents
01 02
03
04
05
06
07
08
Innovative
Products
Empowerin
g
Employees
Engaging
Customers
Optimizing
Operations

126
Opportunities & Advantages of DT
Professional web
controlling enables
the analysis of
usage behavior and
generation of
insights
Customer
Insights
Cross-media
customer experience
through mobile,
social and online
platforms
Customer
Experience
New digital service
and products e.g.
apps offer added
value for customers
New Product
Service
New technologies
enable advanced
service such as
apps or digital
signage terminals
New
Technology
Reduced sales,
delivery and service
cost for fast time to
market
Cost & Time
Savings
Increase process
and employee
productivity through
the use of digital
applications
Increase of
Productivity
Customer Product Process
Digital Business Transformation
External Chances Internal Opportunities

127
Digital Transformation Core Components
Digital Strategy User Experience Design
Service and
Meaningful
Content
Channel
Integration
Operations Governance Digital Unfractured

128
How to Drive Digital Transformation
Frame The Digital Challenge
Sustain The Transformation
Focus Investments
Engage The Organization
 Understand the impact
 Assess digital maturity
 Develop vision and align around it
 Build a digital roadmap
 Build investment case
 Setup governance model
 Build capabilities
 Align incentives and rewards
 Measure, monitor and iterate
 Signal the change
 Mobilize at scale
 Evolve culture and adapt work
practices
Sustain Frame
Engage Focus

129
Digital Transformation Levers
Operational
Transformation
Ecosystem
Transformation
Industry
Transformation
Digital Workplace
Differentiated Digital
Products And
Experience
Digital Customer And
Partner Networks

130
Operatio
n
Business
Model
Design
4
3
5
2
6
1
7
Customer Understanding
Digital
Accessibility
Refined
Business
Digital
Globalization
Operation
Monitoring
Customer
Satisfaction
Elevated ROI
Digitized

131
7 Tips of Successful Digital Transformation
1
2
3
4
5
6
Adapt to the dynamic environment and define a strategy to constantly optimize portfolio
Minimize customizations where unnecessary
Avoid cost of internal learning-bring in experts
Build right organization model and vision without micromanagement
Define unambiguous ownership and accountability
Master the art of portfolio rationalization
7 Don’t jump into execution before building a digital mindset and culture

132
Patterns

133
Digital Transformation Patterns
Digital Transformation Patterns
Digital
Transformatio
n
Engage Your
Customers
Empower Your
Employees
Optimize Your
Operations
Transform Your
Products
Create more personal
computing
Reinvent productivity &
business processes
Build the intelligent cloud
platform

134
Vision for Digital Transformation
Engage Your Customer Transform Your Products
Empower Your
Employees
Optimize Your
Operations
Deliver personalized, rich,
connected experience in
journeys’ your customer
choose
Keep up with your fast moving
customers, efficiently
collaborating to anticipate and
meet customer demands
Increase the flow of
information across your entire
business operations, better
manage your resources and
keep your business processes
synchronized across all
boundaries
Expand the reach of your
business using digital
channels, anticipate customer
needs, understand how your
products are used and quickly
develop and improve products
and services

135
Business Drivers for Digital Transformation
Business Drivers
Increasing customer demand for
personalized experiences
Increased disruption from use of new
business models
Faster pace of customer and market
change
Increasing pressure to deliver more value
at a lower cost
Increasing pressure to manage complex
supply chain
Focus Areas for Key
Executives
Increase sales, customer acquisition,
retention, and satisfaction
Better predict potential buyer and new
product outcomes
Increase design and engineering
productivity
Identify and implement manufacturing
efficiencies
Improve production output and quality
Business Benefits
Improved marketing and sales
effectiveness
Increased market share
Improved perceived services
Improved speed to market
Reduction in operating costs

136
Engage Your
Customers
Digital advertising
and CLM
Customer data management and
analytics
Online and mobile
commerce
Tech-enabled stores
Omni-channel experience
delivery
Customer service automation
Digital Transformation Capability Model
Digital Transformation Capability Model
Transform Your
Products
Research and ideation
Product development
Product Launch
Optimize Your
Operations
Data driven supply
chain and logistics
Digital equipment
management
Intelligent process
and quality control
Digitized front line
and back office operations
Empower Your
Employees
Digital talent management
and development
Employee mobility
Productivity and
collaboration
Tech-enabled employee
engagement

137
Capability Map
Capability Map
Provide Strategy &
Direction
Develop Products &
Services
Market & Sell Products
& Services
Manage The Total
Supply Chain
Provide Customer
Service
Focus The Customer Value
Proposition
Continually Assess Viability And
Strategic Fit And Adapt The
Development Portfolio
Gather And Analyze Data To Identify
Markets, Segment Customers, And
Leverage The Customer Base
Forecast Finished Goods And Raw
Materials
Develop, Deploy, And Deliver The
Customer Experience
Collect, Communicate, And
Understand The Customer, Market,
Competitive And Regulatory
Environment
Manage The Full Product
Service Life Cycle
Plan Materials And Production
Demand And Capacity
Collaborate With Customers To
Design/Build Products
Communicate The Brand
Design And Prototype New Products
Understand Customer Needs And
Map To Strategic Direction Acquire Materials, Services And
Products
Analyze Service Issues And
Implement Process Improvements
Pilot New Products And Product
Refinements
Continually Adapt Product Packaging
And Pricing
Communicate And Manage To Goals
And Measures
Develop And Operate And/or Acquire
Manufacturing Capacity
Measure And Report Service And
Product Quality Delivery Performance
Develop And Direct Risk Mitigation
And Management
Continually Improve Production
Capacity And Performance
Optimize Supply Chain Performance
Assess Customer Satisfaction And
Report Net Promoter Score
Target Markets, Customers And
Segments And Execute Plans For
Attraction Acquisition, And
Conversion
Assure Product And Service Quality
Proactively Assure Product
Satisfaction (Save Sales)
Manage Iterative
Release/Certification Processes
Develop And Direct Lean/ Continuous
Improvement Provide On-site Assembly And
Configuration
Communicate With Customers Via
Any Communication Channel

138
Eco System
Eco System
Internal
Organization
Suppliers
Distribution
Channels
Partners API Interfaces
Structure The Organization To
Include The New Approach
Agree On The Business Objectives
And Respective Contributions
Agree On The Omni-channel
Framework
Develop Partner Ecosystem
Strategy
Drive towards agile business
strategy and business model
Assess Organization Culture And
Implement Management Of
Change
Define The Development Models
And Benefit Sharing
Define Updated KPI
Define The Key Topics (E.G. Open
Innovations)
Include in company strategy as 2
ways (consume and expose)
Assess Skill And Address Gaps
Update The Operational
Framework And Objectives
(Interfaces)
Develop The Integrated Chain Identify Key Strategies With Clients
Include API into the product tit and
service development
considerations
Update KPI, Department And
Individual Objectives To Drive
Change
Refresh The Supplier Landscape Include Consumers Interactions Define The Boundaries Explore opportunities
Ensure Continuity And
Coexistence Of The Measure
Value Two Models
Measure Value Measure Value
Agree On The Reward And Benefit
Sharing
Measure value
Include Consumer Interactions Measure Value Leverage a partnership ecosystem

139
Increase Customer Acquisition,
Retention, Satisfaction, And
Loyalty
Develop New Revenue
Opportunities Throughout
Modern Customer Journey
Improve Customer Connection
And Personalized Experiences
Improve And Monitor Impact|
And Effectiveness Of Marketing
Increase Marketing Agility And
Time-to-market
Increase Customer And
Marketing Insights
Investment Objectives
(Strategic Options)
Enterprise Scenarios Mapped To Benefits
Engage Your Customers – Scenario Chain
Competitive Pressure
Rapidly Changing Customer
And Market Trends
Changing Business Model And
Cost Control
Increasing Customer Demand
For Personalized Experiences
Overabundance Of Choice For
Customers
Eroding Customer Loyalty
Business Drivers
(Business Environment)
Mobile-first World
Engage Your Customers
Empower Your Employees
Optimize Your Operations
Optimize Your Operations
Scenarios
(Tactical Business Changes)
Key Benefits
Improved Marketing Effectiveness
And ROI
Increased Market Share
Improved Product/Service Quality
Improved Collaboration With
Partners
Improved Speed To
Market/Innovation
Increased Revenue Via Cross-
sell/Up-sell
Increased Customer Satisfaction
And Loyalty
Reduced Time To Create And
Deploy Campaigns
Improved Brand Value

140
Improve Customer
Experiences Through
Digital Marketing
Improving Marketing
Productivity
Increase Customer And
Marketing Insights
Investment
Objectives
Business
Changes
Create personalized
offers from customer
demographics insights
Create proximity centric
offers created based on
customer location
Track and optimize
campaign effectiveness
using machine learning
Collaborate and
coordinate with partners
more effectively
Create and deploy
marketing campaign
materials faster
Enabling
Changes
Integration of customer
data into a cohesive
view
Segment customers
Develop relevant
insights with real-time
account data, news,
social activity and
connections
Beacon and geographic
based customer
targeting
Marketing website
creation and
management
Create engaging
content and apps
Engage Your Customers – Benefits Dependency Network
Enabling
Technologies
Customer Relationships
Management
Data Management
Business Intelligence
Predictive And
Prescriptive Analyst Ice
Media Services
Application
Instrumentations
Social Computing
Mobile Computing
Website Automation
Increased Revenue Via
Up-sell And Cross Sell
Increased Profit Margin
From Higher Value
Services
Increased Customer
Satisfaction, Trust And
Loyalty
New Customer
Acquisition
Benefits
Lower Cost To
Advertise
Faster Time To Impact
Decreasing Customer
Demand For
Exceptional
Experiences
Increased Customer
Demand For
Personalization
Decreases In Market
And Wallet Share
Increased Customer
Churn
Increasing Competitive
Pressure
Increasing Competitive
Use Of Technology
Increasing Time-to-
market Pressure
Business Drivers

Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital.pptx

Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital.pptx

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