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PROFILE


                       ©




  Septiembre 2002
  José Payano, MBA
   Santo Domingo
República Dominicana
Agenda
• Part I.............Knowing about it.
• Part II............Eliciting Some Benefits.
• Part III..........Building the Bridge.
Part I

What is it?
A prelude!

Imagine how the market would have
 appreciated Barnes&Noble Should
    Amazon.com be their idea....

  A perfect Digital Hologram for
         Barnes&Noble!
Definition
• The InterEconomic Bridge is an infrastructure-based
  Strategic Model.
• Its main purpose is to bridge the gap between the Old and
  New Economy, by providing businesses with the means to
  turn themselves into its digital homologues.
• The Business’ Digital Hologram (BDH) is a mirror
  digital implementation, in which all current business
  content is sifted into its digital homologue.
• The Bridge right side belongs to the BDH. The left side
  represents the Original Business Unit (OBU).
• The Bridge defines the Integration between both worlds.
Assumption (I)
• Even confronted with the approval of e-signatures
  and the general acceptance of e-commerce and e-
  business practices as valuable strategies to assure
  the future value of the company, most businesses
  will not radically change their current practices in
  the foreseen short or longterm.
• This is due to the close-knit culture, internal,
  external relationships, the general state of the
  Enterprise Knowledge, power structure,
  paradigms, tools and processes.
Assumption (II)
• Vendors are missing the point in trying to sell to their
  constituents markets by resorting to convenient strategic
  frameworks to “match” their technology.
• In so doing they are addressing the wrong problem in the
  wrong context.
• Contextual Displacement: Change the context and the real
  issues begin to surface.
• Vendors are preaching strategic alignment: But they,
  understandably, bank more on the sales wing than on the
  business development issues.
Foresight!

 “No one sews a patch of unshrunk cloth on an old garment,
   for the patch will pull away from the garment, making the
                         tear worse”.
“Neither do men pour new wine into old wineskins. If they do,
  the skins will burst, the wine will run out and the wineskins
  will be ruined. No, they pour new wine into new wineskins,
                   and both are preserved”


                                               Matthew 9:16-17
Inhibitors
• The current business environment, its practices,
  processes, internal and external relationships.
• Huge base of Capital Assets preempts the business
  managers from taking agressive expansive pathways.
• The Human Factor refrains inexorably the
  magnitude of change that is admissible to the
  bussiness.
• The Generational Factor implies the current
  business top level executives and board of directors
  outlive an internet obsolesced era.
Catalyzers
• Legal Framework: E-signatures laws has been promulgated
  in most countries, potentially enabling the digital realm of
  business.
• Current State of Knowledge: Five years ago launching an
  e-business initiative was an act of faith. Today, experience has
  contributed to sift right from wrong doing in the field.
• Technological Maturity: E-Business technologies were
  child-play in the hands of some visionaries prophets. Today, it
  means powerful tools to enable the business to survive the
  hallway of a new age.
• Real Options Posture: The strategic morale means
  choosing your seat: In front, in second or last row...But your
  strategic posture will inevitably have an “edge effect” in your
  company’s market standing.
So what should be done?
• What we are missing is a comprehensive strategic
  framework to:
   – Fill in the gap between the Old and New Economy, re-building the
     business in a digital environment.
   – Protect the mother company from the risks involved in such kind
     of transformation.
   – Leverage core competencies, market position, products, services,
     practices, knowledge and intellectual assets.
   – Incubate an environment adyuvant to the Electronic Domain
     Technologies.
   – Define the new business in terms of value created for the diverse
     groups of stakeholders.
   – Present clear-cut phases of execution to (re)build the current
     business into its digital homologue.
...Bridge the Gap!
                  Statement of Direction to start moving the
   E-Vision
                  business to its future digital homologue.

                  Content Opportunity Matrix and digital
 E-Assessment
                  business requirements.

                  Business Digital Hologram: Original
 E-Hologram
                  Company’s Digital Homologue.

                  Controlled re-building of the Old Business
E-Consolidation
                  into its Digital Hologram.

                  Final launch of the Digital Hologram as the
 E-Company
                  mainstream business.
The Concept
• The InterEconomic Bridge is a comprehensive set of
  New Economy technologies and practices.
• Its main purpose is to bridge the gap between the Old and
  New Economy, by providing businesses with the means to
  turn themselves into its digital homologue.
• The Business’ Digital Hologram (BDH) is a digital
  mirror implementation, in which all current business
  content is sifted into its digital homologue.
• The Bridge right side belongs to the BDH. The left side
  represents the Original Business Unit (OBU).
• The Bridge defines the Integration between both worlds.
The Concept
• The Business Digital Hologram rebuilds the
  current business:
  – Leveraging current business market position, products,
    services, knowledge, technology, operations and core
    competencies.
  – Embedding this knowledge into a new core
    infrastructure and embodying the whole into a new
    business DNA.
  – BDH is materialized in a series of unambiguous phases,
    each one accelerating the Digital Economy uptake.
  – The resulting enterprise ingrains all current business
    practices and technologies from the outset.
The Concept
• The Service Delivery System:
  – A Multimodal collaborative channel management
    strategy serves as the value delivery system.
  – The appropriate customer strategy will provide the
    necessary customer management platform.
  – Customer centric processes guarantee the value
    proposition.
  – Subscriptions and entitlements manage anticipated
    customer events.
  – Personalization goes to the linked-benefits type
    offerings assuring customer centricity.
Part II

  Eliciting
Some Benefits
Shareholders
• Nothing is more valuable than assuring continuous value
  creation:
   – Best practices in EVA models suggest growth investments
     mandatory to CEO.
   – Best practices in GROWTH models suggest bearing in mind the
     different requirements of running the current business and
     “keeping the pipeline full” of new options for the future.
   – Growing new business out of the resources provided by the current
     one is the best way to assure continuous wealth creation.
   – Capturing new markets value is a necessary growth strategy for the
     industry leader or those challenging it.
Software Vendors
• The implementation is a perquisite of the vendor:
   –   Consulting is a comprehensive Value Proposition.
   –   Service include re-enacting the Business.
   –   Software should be imbued as Service.
   –   Complimentary offer should include the technology.
   –   Full package would include end-to-end implementation.
   –   Be prepare to “outsource” the “problem”.
   – Infrastructure Sw Vendors are poised to be Winners.
   – Only Have-To: Formerly Win the Contextual Change
     (e-vision phase).
The Business
• Capture Real Options embracing the New
  Economy without disrupting current operations:
  –   Cash-flow business is protected from the risks.
  –   Focus preserve competitive advantage at both ends.
  –   Investment are made according to macro plan.
  –   The new “way” is imbued in controlled environment.
  –   Savvy consultants assure best practice implementation.
  –   Backoffice operations become “content providers”.
  –   The Bridge becomes a non-stop link.
Focus!
   To maintain operations in a core
 business and do e-business--we tried
  that initially, but it just didn’t allow
 people to focus on either side. So we
broke off the ebusiness team but linked
 them back to the mother company to
           keep us connected.
                                 - Delta Airlines
The Business
• Resource Provisioning Mode:
  – The BDH re-use all mother company business support
    units and legacy systems as service providers.
  – The last two phases of the nascent e-company provide
    means to streamline processes in the service units.
  – During the e-company phase, the service units may
    become self-sustained satellite units and provide
    service to the vertical market or other industries.
  – Ultimately this could generate a rippling effect to the
    whole economy triggering new levels of market
    efficiency.
The Customer
• Convenient access and packaged solutions
  becomes the norm and not the exception:
  –   Service available 24x7x365.
  –   Multimodal: Multichannel/Multidevice.
  –   Reliable.
  –   Personalized, solution-based offerings.
  –   Collaborative actions permeate channels.
  –   Anytime, anywhere.
  –   Secure connection.
  –   Service design according to needs.
  –   Adaptive, customer “pull” model.
Part III

Building the
  Bridge
Avoiding Cannibalization
• The new business should not cannibalize the old
  one:
   – Digital services are provided by the BDH.
   – BackOffice service is provided by OBU.
   – Both entities coexist in uncompetitive domains.
   – They share the same customers.
   – They have their own channels, but provide
     complimentary services.
   – Branding the channel will do the Job.
   – Coalescing the overall customer strategy will maintain
     the necessary unicity of vision.
Implementation
• IEB is also a Strategy Consultancy Service to enable
  businesses to be re-built by bridging the gap between
  current and proposed new business practices.
• Five stages define the path to rebuilding a business.
• IEB is an evolving concept where other practitioners
  are contributing with insight into their practices.
E-HOLOGRAM


                            Five Stages to IEB


                                                                     E-CONSOLI-
    E-VISIÓN             E-ASSESMENT           E-HOLOGRAM                                     E-COMPANY
                                                                     DATION




ACTIVITIES:           ACTIVITIES:           ACTIVITIES:            ACTIVITIES:            ACTIVITIES:
     Provide Insigt        Assess Current        Appraise and           Consolidate            Establish A
     into the              Business              Select                 Operation.             Target Date.
     concepts.             Practice.             Technologies.
                                                                        Demonstrate            Plan the
     Create                Content               Build IEB              Value Creation.        OverTake.
     Awareness.            Matrix.               Infrastructure.
                                                                        Migrate Other          Resource
     Brainstorm            Process/Value         Launch New             Areas.                 Provisioning
     Board of              Matrix.               Business               Communicate            mode should
     Directors.                                  Initiative.            Successes.             be operational.
                           Functional
     Gain                  Analysis              Communicate                                   Transitional
     Commitment.                                 to mother         DELIVERY:                   Projects.
                      DELIVERY:
                                                 company..              Digital
DELIVERY:                                                                                 DELIVERY:
                           Opportunity
                                            DELIVERY:                   Hologram
     Statement of          Matrix                                                              The e-
     Direction for                               Digital                emulating              Company
                           Business
     the e-company.                              Hologram.              Mother                 overtake
                           Requirements
                                                                        Company
In short
•    The InterEconomic Bridge initiative provides the means for
     businesses to re-conceive themselves for the New Economy, without
     losing its background knowledge.
•    In these two counterpoised elements rests the innovative force of the
     concept:
    (a) On one hand, business domain strengths are preserved, while
    (b) On the other, businesses are given a unique opportunity to rethink
         themselves in terms of the new practices and technologies
         available.
     Contextual displacement accelerates New Economy uptake.
     A standard procedure would favour IT sales in all domains.
     Big companies don’t ever have to lose ground to nimble new
     competitors anymore.
Who?
               Jose Payano
Experienced Banking Innovation strategist, with recent engagement in
Mobile Financial Services, Financial Inclusion Model development,
Automatic Teller Machines Innovation undertaking, Cash Management
and Contact Center design...

I devise innovative financial/banking services with a customer-focused
vantage point. I have devised a "Customer Value Model" along this
line.

I am currently charting my last undertaking: The "Future of Banking
and Business" (FoB) model!


      Full profile: http://do.linkedin.com/in/josepayano
The End

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InterEconomic bridge

  • 1. PROFILE © Septiembre 2002 José Payano, MBA Santo Domingo República Dominicana
  • 2. Agenda • Part I.............Knowing about it. • Part II............Eliciting Some Benefits. • Part III..........Building the Bridge.
  • 4. A prelude! Imagine how the market would have appreciated Barnes&Noble Should Amazon.com be their idea.... A perfect Digital Hologram for Barnes&Noble!
  • 5. Definition • The InterEconomic Bridge is an infrastructure-based Strategic Model. • Its main purpose is to bridge the gap between the Old and New Economy, by providing businesses with the means to turn themselves into its digital homologues. • The Business’ Digital Hologram (BDH) is a mirror digital implementation, in which all current business content is sifted into its digital homologue. • The Bridge right side belongs to the BDH. The left side represents the Original Business Unit (OBU). • The Bridge defines the Integration between both worlds.
  • 6. Assumption (I) • Even confronted with the approval of e-signatures and the general acceptance of e-commerce and e- business practices as valuable strategies to assure the future value of the company, most businesses will not radically change their current practices in the foreseen short or longterm. • This is due to the close-knit culture, internal, external relationships, the general state of the Enterprise Knowledge, power structure, paradigms, tools and processes.
  • 7. Assumption (II) • Vendors are missing the point in trying to sell to their constituents markets by resorting to convenient strategic frameworks to “match” their technology. • In so doing they are addressing the wrong problem in the wrong context. • Contextual Displacement: Change the context and the real issues begin to surface. • Vendors are preaching strategic alignment: But they, understandably, bank more on the sales wing than on the business development issues.
  • 8. Foresight! “No one sews a patch of unshrunk cloth on an old garment, for the patch will pull away from the garment, making the tear worse”. “Neither do men pour new wine into old wineskins. If they do, the skins will burst, the wine will run out and the wineskins will be ruined. No, they pour new wine into new wineskins, and both are preserved” Matthew 9:16-17
  • 9. Inhibitors • The current business environment, its practices, processes, internal and external relationships. • Huge base of Capital Assets preempts the business managers from taking agressive expansive pathways. • The Human Factor refrains inexorably the magnitude of change that is admissible to the bussiness. • The Generational Factor implies the current business top level executives and board of directors outlive an internet obsolesced era.
  • 10. Catalyzers • Legal Framework: E-signatures laws has been promulgated in most countries, potentially enabling the digital realm of business. • Current State of Knowledge: Five years ago launching an e-business initiative was an act of faith. Today, experience has contributed to sift right from wrong doing in the field. • Technological Maturity: E-Business technologies were child-play in the hands of some visionaries prophets. Today, it means powerful tools to enable the business to survive the hallway of a new age. • Real Options Posture: The strategic morale means choosing your seat: In front, in second or last row...But your strategic posture will inevitably have an “edge effect” in your company’s market standing.
  • 11. So what should be done? • What we are missing is a comprehensive strategic framework to: – Fill in the gap between the Old and New Economy, re-building the business in a digital environment. – Protect the mother company from the risks involved in such kind of transformation. – Leverage core competencies, market position, products, services, practices, knowledge and intellectual assets. – Incubate an environment adyuvant to the Electronic Domain Technologies. – Define the new business in terms of value created for the diverse groups of stakeholders. – Present clear-cut phases of execution to (re)build the current business into its digital homologue.
  • 12. ...Bridge the Gap! Statement of Direction to start moving the E-Vision business to its future digital homologue. Content Opportunity Matrix and digital E-Assessment business requirements. Business Digital Hologram: Original E-Hologram Company’s Digital Homologue. Controlled re-building of the Old Business E-Consolidation into its Digital Hologram. Final launch of the Digital Hologram as the E-Company mainstream business.
  • 13. The Concept • The InterEconomic Bridge is a comprehensive set of New Economy technologies and practices. • Its main purpose is to bridge the gap between the Old and New Economy, by providing businesses with the means to turn themselves into its digital homologue. • The Business’ Digital Hologram (BDH) is a digital mirror implementation, in which all current business content is sifted into its digital homologue. • The Bridge right side belongs to the BDH. The left side represents the Original Business Unit (OBU). • The Bridge defines the Integration between both worlds.
  • 14. The Concept • The Business Digital Hologram rebuilds the current business: – Leveraging current business market position, products, services, knowledge, technology, operations and core competencies. – Embedding this knowledge into a new core infrastructure and embodying the whole into a new business DNA. – BDH is materialized in a series of unambiguous phases, each one accelerating the Digital Economy uptake. – The resulting enterprise ingrains all current business practices and technologies from the outset.
  • 15. The Concept • The Service Delivery System: – A Multimodal collaborative channel management strategy serves as the value delivery system. – The appropriate customer strategy will provide the necessary customer management platform. – Customer centric processes guarantee the value proposition. – Subscriptions and entitlements manage anticipated customer events. – Personalization goes to the linked-benefits type offerings assuring customer centricity.
  • 16. Part II Eliciting Some Benefits
  • 17. Shareholders • Nothing is more valuable than assuring continuous value creation: – Best practices in EVA models suggest growth investments mandatory to CEO. – Best practices in GROWTH models suggest bearing in mind the different requirements of running the current business and “keeping the pipeline full” of new options for the future. – Growing new business out of the resources provided by the current one is the best way to assure continuous wealth creation. – Capturing new markets value is a necessary growth strategy for the industry leader or those challenging it.
  • 18. Software Vendors • The implementation is a perquisite of the vendor: – Consulting is a comprehensive Value Proposition. – Service include re-enacting the Business. – Software should be imbued as Service. – Complimentary offer should include the technology. – Full package would include end-to-end implementation. – Be prepare to “outsource” the “problem”. – Infrastructure Sw Vendors are poised to be Winners. – Only Have-To: Formerly Win the Contextual Change (e-vision phase).
  • 19. The Business • Capture Real Options embracing the New Economy without disrupting current operations: – Cash-flow business is protected from the risks. – Focus preserve competitive advantage at both ends. – Investment are made according to macro plan. – The new “way” is imbued in controlled environment. – Savvy consultants assure best practice implementation. – Backoffice operations become “content providers”. – The Bridge becomes a non-stop link.
  • 20. Focus! To maintain operations in a core business and do e-business--we tried that initially, but it just didn’t allow people to focus on either side. So we broke off the ebusiness team but linked them back to the mother company to keep us connected. - Delta Airlines
  • 21. The Business • Resource Provisioning Mode: – The BDH re-use all mother company business support units and legacy systems as service providers. – The last two phases of the nascent e-company provide means to streamline processes in the service units. – During the e-company phase, the service units may become self-sustained satellite units and provide service to the vertical market or other industries. – Ultimately this could generate a rippling effect to the whole economy triggering new levels of market efficiency.
  • 22. The Customer • Convenient access and packaged solutions becomes the norm and not the exception: – Service available 24x7x365. – Multimodal: Multichannel/Multidevice. – Reliable. – Personalized, solution-based offerings. – Collaborative actions permeate channels. – Anytime, anywhere. – Secure connection. – Service design according to needs. – Adaptive, customer “pull” model.
  • 24. Avoiding Cannibalization • The new business should not cannibalize the old one: – Digital services are provided by the BDH. – BackOffice service is provided by OBU. – Both entities coexist in uncompetitive domains. – They share the same customers. – They have their own channels, but provide complimentary services. – Branding the channel will do the Job. – Coalescing the overall customer strategy will maintain the necessary unicity of vision.
  • 25. Implementation • IEB is also a Strategy Consultancy Service to enable businesses to be re-built by bridging the gap between current and proposed new business practices. • Five stages define the path to rebuilding a business. • IEB is an evolving concept where other practitioners are contributing with insight into their practices.
  • 26. E-HOLOGRAM Five Stages to IEB E-CONSOLI- E-VISIÓN E-ASSESMENT E-HOLOGRAM E-COMPANY DATION ACTIVITIES: ACTIVITIES: ACTIVITIES: ACTIVITIES: ACTIVITIES: Provide Insigt Assess Current Appraise and Consolidate Establish A into the Business Select Operation. Target Date. concepts. Practice. Technologies. Demonstrate Plan the Create Content Build IEB Value Creation. OverTake. Awareness. Matrix. Infrastructure. Migrate Other Resource Brainstorm Process/Value Launch New Areas. Provisioning Board of Matrix. Business Communicate mode should Directors. Initiative. Successes. be operational. Functional Gain Analysis Communicate Transitional Commitment. to mother DELIVERY: Projects. DELIVERY: company.. Digital DELIVERY: DELIVERY: Opportunity DELIVERY: Hologram Statement of Matrix The e- Direction for Digital emulating Company Business the e-company. Hologram. Mother overtake Requirements Company
  • 27. In short • The InterEconomic Bridge initiative provides the means for businesses to re-conceive themselves for the New Economy, without losing its background knowledge. • In these two counterpoised elements rests the innovative force of the concept: (a) On one hand, business domain strengths are preserved, while (b) On the other, businesses are given a unique opportunity to rethink themselves in terms of the new practices and technologies available. Contextual displacement accelerates New Economy uptake. A standard procedure would favour IT sales in all domains. Big companies don’t ever have to lose ground to nimble new competitors anymore.
  • 28. Who? Jose Payano Experienced Banking Innovation strategist, with recent engagement in Mobile Financial Services, Financial Inclusion Model development, Automatic Teller Machines Innovation undertaking, Cash Management and Contact Center design... I devise innovative financial/banking services with a customer-focused vantage point. I have devised a "Customer Value Model" along this line. I am currently charting my last undertaking: The "Future of Banking and Business" (FoB) model! Full profile: http://do.linkedin.com/in/josepayano