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The Digital Transformation: A New World Order

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The Digital Transformation: A New World Order by Ben Kennedy at AMA Iowa Experience Event 2017

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The Digital Transformation: A New World Order

  1. 1. A NEW WORLD ORDER AMA IOWA CONFERENCE: FEBRUARY 10 D I G I TA L B U S I N E S S T R A N S F O R M AT I O N
  2. 2. www.socran.com W H AT W E ’ L L C O V E R T O D AY 3 F U N D A M E N TA L S T O D I G I TA L B U S I N E S S T R A N S F O R M AT I O N T H E C H A L L E N G ET H E O P P O R T U N I T Y T H E S O L U T I O N S
  3. 3. T H E O P P O R T U N I T Y SECTION 1
  4. 4. G R E AT E X P E C TAT I O N S ! P R O G R E S S I O N O F E C O N O M I C VA L U E DELIVER SERVICES STAGE
 EXPERIENCES GUIDE
 TRANSFORMATIONS RELEVANT TO UNDIFFERENTIATED IRRELEVANT TO Customization Customization CustomizationDIFFERENTIATED MAKE GOODS EXTRACT COMMODITIES
  5. 5. DELIVERING SERVICES STAGING EXPERIENCES GUIDING TRANSFORMATIONS DATA Siloed Data sources, basic data analysis tools Multichannel, integrated data, basic attribution, automation Integrated digital and online/ offline, real-time decisions powering “Digital Intelligence” TECHNOLOGY Legacy technology and restrictive platforms Agile development, SaaS tech, automation Customized dashboards, automated marketing, actionable attribution modeling SKILLS Paid media skills, vertical skill- sets, poor training Specialists & generalists, marketing technologists, tech, data, UX and performance mgmt. skills T-shaped, deep knowledge, human layer over tech, knowledge sharing CULTURE Rigid structures, Push not Pull, Waterfall project mgmt, siloed teams More fluid structure, wider range of engagements, collaborative environment Interdisciplinary, cross functional workflows, small nimble teams. Permission to fail, Entrepreneurial
  6. 6. T H E N E W M A R K E T I N G E C O S Y S T E M PROVIDING SUPERB CUSTOMER EXPERIENCES OFTEN MEANS GETTING MANY DIFFERENT DEPARTMENTS OR FUNCTIONAL AREAS TO COLLABORATE, ESPECIALLY WHEN THEY HAD NOT BEEN IN THE HABIT OF DOING SO BEFORE. Front End Social Media Creative UI Content Data/Analytics UX Strategy Business Transformation Consuting Business/tech M&A Back End Optimize Customer Experience Middle M A R K E T I N G , C O M M S C - S U I T E , I T, H R F I N A N C E
  7. 7. C U S T O M E R E X P E R I E N C E ( C X ) D E F I N E D “THE PRODUCT OF AN INTERACTION BETWEEN AN ORGANIZATION AND A CUSTOMER OVER THE DURATION OF THEIR RELATIONSHIP” OR A CUSTOMER’S END-TO-END JOURNEY WITH A BRAND.
  8. 8. A D O B E F O R E C A S T I N G S T U D Y ‘CUSTOMER EXPERIENCE’ THE MOST EXCITING OPPORTUNITY OVER THE NEXT YEAR, AND OVER THE NEXT FIVE YEARS ECONSULTANCY AND ADOBE ASKED EXECUTIVE BRAND MARKETERS FOR THEIR FEEDBACK ON WHERE THEIR FOCUS WOULD BE FOR THE COMING YEAR AND INTO THE FUTURE.
  9. 9. STARBUCKS C A S E S T U D Y
  10. 10. S TA R B U C K S S TA R T E D L I F E M A K I N G G O O D C O F F E E . T H E Y E N D E D U P G U I D I N G A N I N D U S T R Y T R A N S F O R M AT I O N
  11. 11. 11
  12. 12. 12 Uber Drivers: Disrupting Amazon
  13. 13. 13 Uber Drivers: Disrupting Amazon
  14. 14. 14 Uber Drivers: Disrupting Amazon
  15. 15. 15 Uber Drivers: Disrupting Amazon
  16. 16. 16 Uber Drivers: Disrupting Amazon
  17. 17. 17 Most Popular Holiday Drinks Per Region
  18. 18. WITH STARBUCKS CAFES APPROACHING A SATURATION CEILING, THERE WAS LITTLE OPPORTUNITY FOR DOMESTIC GROWTH. STARBUCKS HAD TO IMPLEMENT A PLAN TO SELL PRODUCTS WITHOUT THE PHYSICAL STARBUCKS EXPERIENCE B U S I N E S S T R A N S F O R M AT I O N C H A L L E N G E 0 15 30 45 60 April May June July Aug September REVENUE
  19. 19. 19
  20. 20. 20 Uber Drivers: Disrupting Amazon
  21. 21. 21 Most Popular Holiday Drinks Per Region
  22. 22. T H E C H A L L E N G E S SECTION 2
  23. 23. C O N S U M E R I Z AT I O N O F I T VA G U E O W N E R S H I P O F C U S T O M E R E X P E R I E N C E A G I L E D E S I G N T H I N K I N G C O M P L E X I T Y D R I V E N I N E F F I C I E N C I E S C O M M U N I C AT I O N V I N N O VAT I O N I M M E D I AT E A N A LY S I S & A C T I O N
  24. 24. T H E N E T N E T …
  25. 25. C A N T H E A P P R O V E R P L E A S E S TA N D U P ! A STUDY BY THE ECONOMIST INTELLIGENCE UNIT ASKED C-SUITE EXECUTIVES WHO WAS RESPONSIBLE FOR DIGITAL INNOVATION AND THE RESULTS SHOWED: 23% SAID THE CTO 22% SAID THE CIO 1% SAID THE CMO
  26. 26. T H E S O L U T I O N S SECTION 3
  27. 27. 1 F R A M E 4 2 5 B U I L D A “ W I S E C R O W D ” 3 E S TA B L I S H A U N I F I E D P R O C E S S 6 A N A LY Z E & O P T I M I Z E 6 TA N G I B L E T H I N G S Y O U C A N D O A R T I C U L AT E A N O R T H S TA R V I S I O N ( 3 Y R R O A D M A P ) A S S E S S ( G A P A N A LY S I S )
  28. 28. 1 ) A R T I C U L AT E A N O R T H S TA R V I S I O N A BRAND IS DEFINED BY THE EXPERIENCES THEY DELIVER DELIVER A CONNECTED COMMERCE ROADMAP
  29. 29. 2 ) A S S E S S & E VA L U AT E LEAD A COLLABORATIVE ASSESSMENT AUDIT
  30. 30. 30 WORK STREAM ASSESS BUSINESS PERSPECTIVE ASSESS CONSUMERS PERSPECTIVE 1 STRATEGY ENROLLMENT 2 DATA PARTICIPATION 3 PERFORMANCE MGMT ACCOUNT MGMT 4 ORGANIZATION & RESOURCES PRIVACY 5 PROGRAM DESIGN COMMUNICATIONS 6 PROGRAM EXECUTION NA COLLABORATIVE ASSESMENT AUDIT E V A L U A T I O N O U T P U T Approach Program
  31. 31. 3 ) F R A M E T H E “ N E X T ” 1 2 M O N T H S FRAMING WORKSHOP & EXPERIENCE BRIEF: ESSENTIAL TOOLS
  32. 32. TACTICAL PLANNING S T R A T E G I C P L A N N I N G COMPANIES WE RESPECT - KPI’S - USERS - FEATURES/FUNCTIONALITY/CONTENT - STAKEHOLDERS - TECHNICAL CONSIDERATIONS FRAMING WORKSHOP
  33. 33. 4 ) E S TA B L I S H A U N I F I E D P R O C E S S ESSENTIAL WAY OF KEEPING EVERYBODY BOTH ALIGNED & VESTED BEHIND GOALS AND DELIVERABLES
  34. 34. D I S C O V E R • F R A M I N G W O R K S H O P • T E C H N I C A L A S S E S M E N T • S TA K E H O L D E R I N T E R V I E W S • U X A U D I T • D I G I TA L P E R S O N N A S • C O M P E T I T I O N M AT R I X • S O C I A L W O R K S H O P • S O C I A L M E D I A A N D C O M P E T I T V E A U D I T • B R A N D - S O C I A L A U D I E N C E R E S E A R C H D E F I N E D E S I G N D E V E L O P D E P L O Y • U S E R J O U R N E Y S • S I T E M A P • C O N T E N T A U D I T & M A P P I N G • S I T E C O N T E N T S T R AT E G Y • I A • S C A M P S & W I R E F R A M E S • O N L I N E S T Y L E G U I D E S • C O P Y D E C K • U S A B I L I T Y T E S T I N G R O U N D 1 • S E O R E C E O M E N D AT I O N • • V I S U A L L A N G U A G E D E F I N I T I O N • PA G E D E S I G N • C O N C P E T U A L D E I S G N S • D E S I G N G U I D E L I N E S • O N L I N E S T Y L E G U I D E • I N T E R A C T I O N T E C H N I Q U E B R I E F • U S A B I L I T Y T E S T I N G R O U N D 2 • T E C H N I C A L S P E C I F I C AT I O N S • U AT P L A N • I S S U E T R A C K E R • S Y S T E M I N T E G R AT I O N • C O N T E N T L O A D I N G • S E O A N D A N A LY T I C S I M P L E M E N TAT I O N • • M E D I A P L A N • O P T I M I Z AT I O N P L A N T H E 5 D ’ S
  35. 35. 5 ) B U I L D A “ W I S E C R O W D ” SMART COLLABORATION ISN’T JUST A NICE TO HAVE. IT’S A STRATEGIC RESPONSE TO EXTERNAL CHANGE.
  36. 36. socran - keynote theme SHORE UP YOUR STARS’ COLLABORATIVE SKILLS SELL YOUR STARS ON COLLABORATION BY GIVING THEM QUANTITATIVE EVIDENCE THAT IT WORKS CHANGE YOUR STARS’ BEHAVIOR BY TWEAKING SYSTEMS & STRUCTURES IF YOU CAN’T BE THE CHANGE, POINT TO IT
  37. 37. 6 ) E S TA B L I S H A TA L E N T N E T W O R K WILL BE INTERNAL & EXTERNAL
  38. 38. TA L E N T N E T W O R K S PERMANENT EMPLOYEES ASSOCIATE POOL FREELANCE CONTRACTORS THE ADVANTAGES OF TALENT NETWORKS ARE SEEN IN THE FLEXIBILITY AND SCALABILITY THAT THEY CAN BRING, SUCH AS THE ABILITY TO BE ABLE TO PULL IN SPECIALIST EXPERTISE WHEN NECESSARY
  39. 39. TA L E N T N E T W O R K S
  40. 40. C O N C L U S I O N
  41. 41. S I M P L I F Y T H E S T R AT E G I C R O A D M A P KEEP IT EXECUTIVE FRIENDLY. TOP LINE, EASY TO UNDERSTAND, EASY TO TRACK .
  42. 42. socran - keynote theme METRICS & KPI OWNERSHIP STRUCTURE HIRE AND ORGANIZE SPECIALISTS TO SUPPORT THE TRANSFORMATION BUSINESS MODEL ACROSS THE ENTERPRISE INCENTIVIZE COLLABORATION TECHNICAL APPROACH BRING TOGETHER MULTIPLE TECHNICAL COMPONENTS FOR DATA MANAGEMENT, ANALYSIS AND ACTIONABILITY COLLECT A SWATH OF MEASUREMENTS THAT HELP YOU UNDERSTAND CUSTOMERS AND GAUGE THE BUSINESS SUCCESS OF ALL TOUCHPOINTS (PAID - OWNED) DESIGN & OPTIMIZE EXPERIENCES TAKE A CONTINUOUS OPTIMIZATION APPROACH ACROSS THE LIFE CYCLE THAT CAN SCALE USING AUTOMATION AND ADVANCED ANALYTICS. NORTH STAR VISION
  43. 43. T H A N K S BEN KENNEDY VP, MARKET DEVELOPMENT AND DIGITAL VENTURES BENKENNEDY@INTEGER.COM

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