This document discusses the opportunities and challenges of digital business transformation. It outlines 3 fundamentals: the opportunity which is delivering superior customer experiences; the challenges such as vague ownership of customer experience and complexity; and the solutions such as articulating a vision, assessing gaps, and establishing a unified process. It emphasizes building a "wise crowd" through collaboration and establishing an internal and external talent network to support transformation.

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. 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. T H E O P P O R T U N I T Y
SECTION 1

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. 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. 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. 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. 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. STARBUCKS
C A S E S T U D Y

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

12. 12
Uber Drivers: Disrupting Amazon

13. 13
Uber Drivers: Disrupting Amazon

14. 14
Uber Drivers: Disrupting Amazon

15. 15
Uber Drivers: Disrupting Amazon

16. 16
Uber Drivers: Disrupting Amazon

17. 17
Most Popular Holiday Drinks Per Region

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

20. 20
Uber Drivers: Disrupting Amazon

21. 21
Most Popular Holiday Drinks Per Region

22. T H E C H A L L E N G E S
SECTION 2

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. T H E N E T N E T …

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. T H E S O L U T I O N S
SECTION 3

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. 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. 2 ) A S S E S S & E VA L U AT E
LEAD A COLLABORATIVE ASSESSMENT AUDIT

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

33. 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

34. 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

35. 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

36. 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

37. 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.

38. 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

39. 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

40. 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

41. TA L E N T N E T W O R K S

42. C O N C L U S I O N

43. 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 .

44. 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

45. T H A N K S
BEN KENNEDY
VP, MARKET DEVELOPMENT AND
DIGITAL VENTURES
BENKENNEDY@INTEGER.COM