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How to beat digital disrupters at their own game.


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Finding your dream innovation job in digital transformation was only half the battle. If the reality turns out to be a continuous fight to get skilled resources and new CX improving solutions up and running - you're not alone.
So, if you'd like to learn the secret to innovating in an established business, view our irresistible, beautifully crafted and intensely sharable slideshare to learn how:
- Digital innovators are overcoming skills shortages and long IT queues to deliver transformation
- You can use experimental techniques to ensure your digital transformation is better than everyone else's
- Discover who's already joined an exclusive club of Low-code digital innovators
and turn a nightmare innovation job into your dream innovation job.
Need to know more? Visit our website to download our eBook which identifies 6 all too common innovation barriers - and how to fix them:

Published in: Technology
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How to beat digital disrupters at their own game.

  1. 1. Why Established Businesses Can Be Digital Innovators Too And How to Make it Happen
  2. 2. So you’ve landed your dream job.
  3. 3. Head of digital innovation for a big, established organisation
  4. 4. Every day you wake up feeling inspired by the possibilities. This is
  5. 5. To start again and design whole new ways of working? Who wouldn’t want the chance to redesign a traditional business for the digital age?
  6. 6. Web
  7. 7. Web Mobile
  8. 8. Web Mobile Open source
  9. 9. Web Mobile Open source Open APIs
  10. 10. Web Mobile Open source Open APIs Service design
  11. 11. Web Mobile Open source Open APIs Service design User interaction design
  12. 12. Web Mobile Open source Open APIs Service design User interaction design Open innovation
  13. 13. Web Mobile Open source Open APIs Service design User interaction design Open innovation anything as-a-platform
  14. 14. These are things you want to seize on right now. Web Mobile Open source Open APIs Service design User interaction design Open innovation anything as-a-platform
  15. 15. They could make your business so much more efficient. (And your customers’ lives so much better.)
  16. 16. You know how to do it. You know it will work. And you know it will be
  17. 17. But there’s a problem.
  18. 18. Or rather, many problems.
  19. 19. Because, despite what the job description might have implied... ...isn’t like being the founder of a funky web startup. ...being head of digital innovation in a big, established business...
  20. 20. Sure, in some ways it might *seem* similar. Maybe your employer rented some office space for you and your team.
  21. 21. Maybe they said you were free to “ideate”.
  22. 22. Maybe they gave you a budget for Macbooks and Sharpies and said it was OK to wear hoodies and choose your own working hours.
  23. 23. Maybe you’re reading this from a retro Eames lounger in an artisanally-converted Victorian factory.
  24. 24. Maybe you’re reading this from a retro Eames lounger in an artisanally-converted Victorian factory.
  25. 25. But that’s about where the similarities end. (If they even started. More likely you’re reading this from a grey cubicle in a nondescript office building in Croydon.) Because when it comes to digital innovation, startups have a advantage.
  26. 26. They don’t have to deal with any of the things that frustrate you on a daily basis: Crap, 1990s-era IT systems that take up 90% of IT’s time
  27. 27. Stupid, pre-digital processes that perpetuate inefficiency
  28. 28. Near-retirement-age senior management with zero incentive to do anything differently
  29. 29. A ridiculously over-zealous Risk & Compliance department
  30. 30. Budget holders who want advance proof that an idea will definitely work
  31. 31. Employees who are utterly resistant to change (and want you to know it)
  32. 32. Implementing any kind of change – let alone the radical change you envisage – is extraordinarily hard when the business’s response to your proposal is usually something like: It’s too risky
  33. 33. It’s too expensive
  34. 34. What if it doesn’t work?
  35. 35. No one’s got time to build this on spec
  36. 36. We don’t have the skills to build this
  37. 37. We don’t have the tools to build this
  38. 38. Where’s the evidence this will work?
  39. 39. Some days, you feel you’d be better off just leaving, and actually founding one of those funky web startups.
  40. 40. Three quarters of entrepreneurs who previously worked for large companies say they left because they couldn’t be entrepreneurial there*. * Accenture, Harnessing The Power of Entrepreneurs to Open Innovation, September 2015
  41. 41. It needs you to make it great again. To make it a shining beacon of helpfulness, efficiency, product excellence and awe-inspiring customer service. Your organisation needs you.
  42. 42. They need you to fix all the stuff they hate about your organisation: the bureaucracy, the delays, the shoddy service, the inconvenience. More importantly, your customers need you.
  43. 43. They’re realising that avoiding risk, moving cautiously, making small incremental improvements and demanding a 100-page business case before making an investment decision are not a sure path to continued success. They’re a fast track to imminent disruption. And, although it may not seem like it, senior management need you.
  44. 44. This epiphany is happening across the board, even in the most risk-averse and regulated sectors. It’s happening in financial services, which is under threat from new entrants with a focus on a slick customer experience.
  45. 45. Nationwide Building Society has used a Low-code development platform to quickly build apps and services that transform the customer’s experience of over 30 different processes. From ISA switching to SMS balance notifications, Nationwide is using customer-centric digital innovation to stay #1 on the high street for customer service.
  46. 46. It’s happening in local government, where deep budget cuts are forcing radical new ways of thinking.
  47. 47. Paul Brewer at Adur & Worthing Council has taken a disruptive approach to dealing with austerity cuts, fundamentally rethinking and digitising the council’s processes. He’s transformed operations in lightning-quick time, using “fast IT” tools to prototype, test and learn quickly. His efforts saw the Sussex council carry off the 2015 Digital Innovation Award from the Society of Public Sector IT managers (Socitm).
  48. 48. It’s happening in the travel industry, where traditional operators are having to contend with powerful upstarts.
  49. 49. David Spickett at Thomas Cook had an idea for an app that would decimate the time to resolve a customer complaint. Given a budget of £20k to experiment, he built a working prototype in 4-6 weeks, tested it with colleagues and customers, and got it live in less than 6 months. Now, 30% of complaints are resolved within 48 hours, and average resolution time has fallen from 28 days to 7.
  50. 50. These radical innovators have persevered against the odds – using lean startup approaches, low-cost digital platforms and the sheer force of persistence to push through their ideas. In doing so, they’ve their organisations – and their customers’ lives – for the better.
  51. 51. If they can do it, so can you.
  52. 52. And if you’d like some help with getting the right tools to do it, take a look at MATS. It’s the Low-code development platform that’s driving digital innovation at Thomas Cook, Nationwide Building Society, Adur & Worthing Council and many more.
  53. 53. MATS is easy to use, quick to learn, cheap to license, and designed for non-coders. Our customers use it to prototype, test and refine new, game-changing apps and services really, really fast.
  54. 54. So if you want to move fast and change things, it’s a great place to start.
  55. 55. Click here to our eBook: “How to beat the digital disruptors at their own game”