From the sharing economy to the internet of things, digital transformation has become a reality. It is impacting society at every level: from consumer behaviour through to reshaping entire industries. The challenge for many organisations is knowing how to begin.
Our Global Managing Director and Project Management Director provide recommendations on how best to take those first small steps towards beginning your organisation’s programme of transformation, using real case study examples.
Anatomy of a digital project seminar - 8th November, London
1. SHARING SUCCESS:
THE ANATOMY OF A
DIGITAL PROJECT
Andrea Burrows
GLOBAL MANAGING DIRECTOR
Donatella Huijts
PROJECT MANAGEMENT DIRECTOR
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2. INTRODUCTIONS:
Andrea Burrows, Global Managing Director
Donatella Huijts, Project Management Director
Thea Povell, Marketing Executive
Remeny Armitage, Relationship Manager
Alex Pearce, Bids and Contracts Manager
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6. Evolving an organisation’s ways of
working in order to continue
delivering its mission in the face of
changing technology, competition,
audience need and behaviour.
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8. One third of UK business
leaders are concerned about
a significant new competitor
from the technology sector.
PWCAnnualGlobalCEOSurvey
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9. From 1965to 2012,the ‘topple rate’
increased byalmost 40%asdigital
technology ramped upcompetition,
disrupted industries andforced
businesses toclarify their strategies,
develop new capabilities andtransform
their cultures.
McKinsey,2016
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10. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
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11. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
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15. Things to ask yourselves when defining a vision.
1. OURCAUSE
WHO,WHATWHERE?
2. OURACTIONS
WHATDOWEDO?
3. OURIMPACT
WHATCHANGECANYOUSEE?
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24. @precedentcomms#precsem
• Reinvented the circus by developing
uncontested market space, making
the competition irrelevant.
• Profitably increased revenue 22-fold
over the last ten years by creating a
‘blue ocean’.
25.
26. • A logistics platform, not simply a food
delivery service.
• Now spread across 65 cities.
• Profits for 2016 are set to hit £130m,
representing a 1,000% increase on
last year’s figures.
27.
28. • Allows customers to rent out parking
spaces at their homes or businesses.
• In 2014 announced partnership with
BMW, whose cars will feature a built-
in JustPark dashboard app.
• The startup raised £3.7m via
Crowdcube in January 2015
29.
30. • Connecting blind and sighted people
all over the world via live video
connection
• Allows sighted people to spend free
time ‘micro-volunteering’, rather than
playing games on mobile devices.
• Designed to leverage the accessibility
features available on Apple’s iPhone.
31.
32. • Founded in 1902, initially mining
mineral deposit for grinding-wheel
abrasives.
• Moved to producing sandpaper when it
transpired that the minerals were of
little value.
• Reinvented as a leading stationery
and office supplies manufacturer.
33.
34. • Initially envisioned as a cryptography
company, then later as a means of
transmitting money via PDAs.
• Ultimately became the default online
payments system of millions.
• Founded in 1998, able to change
course by 2002, leading to purchase
by eBay for $1.5 billion
35.
36. • An established joint-stock commercial
bank.
• Founded the digital-centred Orange
Bank to target younger consumers.
• Simple high-return products and one-
minute account signup, without
requiring traditional branch networks
or complex product portfolios.
37.
38. • Developed a suite of tools to help
visitors to Disney theme parks.
• The tech-enabled ‘magic band’
facilitates reservations and customer
routing.
• Disney were able to host an additional
3,000 guests each day of the 2013-14
holiday season.
39.
40. • Invented the very first digital camera
in 1975.
• Failed to capitalise on their innovation
due to executives’ fears of investing in
digital film.
• Emerged from bankruptcy in 2013.
Now focuses on imaging solutions and
services for businesses.
51. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
@precedentcomms #precsem
53. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
@precedentcomms #precsem
59. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
@precedentcomms #precsem
63. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
@precedentcomms #precsem
71. Five pillars of a successful digital transformation
1. BECLEARABOUTTHESTRATEGY.
2. THINK‘CUSTOMERFIRST’.
3. INVESTINDIGITAL.
4. BUILDTHECULTURE.
5. ALIGNKPIS.
@precedentcomms #precsem
80. GETTING DOWN TO
BUSINESS
o Getting underneath your organisation’s drivers
and objectives
o Identifying what is truly achievable
o Acknowledging and understanding any existing
constraints
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81. GETTING DOWN TO
BUSINESS: TOOLS
o Digital SWOT analysis
o Expert reviews
o Stakeholder maps and RACI matrices
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86. To define a digital vision for the
University; to ensure that this is
embedded in University strategy,
and to help assess what people,
systems and processes are
necessary to deliver this vision.
University of Aberdeen
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88. GETTING DOWN TO
BUSINESS
o Develops a value-focussed business roadmap
o Optimises investment with clear measures
o Provides identification of competitive advantage
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90. UNDERSTAND YOUR
AUDIENCE
o Solves real problems and identifies low-hanging fruit
o Discovers a user’s scenarios, emotional state and
environment at key touchpoints with you
o Removes reliance from outdated demographics e.g.
‘young people’
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91. UNDERSTAND YOUR
AUDIENCE: TOOLS
o ‘3 dot’ audience prioritisation
o Qual and quant research techniques: surveys, interviews,
focus groups, contextual observations
o Persona development (critical tasks and pain points)
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98. UNDERSTAND YOUR
AUDIENCE
o Quantifies opportunities to deliver
competitive advantage
o Provides real world examples for replication
across the business
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100. CRAFT THE
EXPERIENCE
o Whole team approach – design, process and
development
o Validate quickly with users directly
o Focuses on solving the right problem
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101. CRAFT THE
EXPERIENCE: TOOLS
o ‘Post-it note’ information architecture
o Lo-fi, paper and browser prototyping
o Refining and removing content
o Visual design flow and mood-boarding
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106. CRAFT THE
EXPERIENCE
o Reduces the risk of errors in final design
and development
o Enables optimisation of customer experience
without costly revisions
o Allows wider input to verify concept at an early stage
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108. MAKE IT
A REALITY
o Deciding what goes under the hood
o Considering integration points
o Investigating hosting platforms to boost performance
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116. EVOLVE THE
CONVERSATION
o Deepening your ability to measure and monitor success
o Ensuring continuous improvement and senior buy-in
o Developing a fail-fast mentality to all digital initiatives
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117. EVOLVE THE
CONVERSATION: TOOLS
o Customer feedback surveys
o Continued program of user testing
o Competitor analysis and benchmarking
o Brand recognition and awareness surveys
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120. EVOLVE THE
CONVERSATION
o Sustainable growth of customer acquisition
and retention
o Deepened insight into customer needs, wants
and the purchase lifecycle
o Continued competitive advantage
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121. GETTING DOWN TO BUSINESS
UNDERSTAND YOUR AUDIENCE
CRAFT THE EXPERIENCE
MAKE IT A REALITY
EVOLVE THE CONVERSATION
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