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Oslo: Speed of Change

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Oslo: Speed of Change

  1. 1. Speed of change Oslo Successful business in the digital age ​Robin Fisher, Salesforce #nordicspeed
  2. 2. Cloud Computing Pioneer and Evangelist Our Mission Mainframe Client/Server Today1960s 1980s Cloud New Technology Model (Cloud) New Business Model (Customers) New Philanthropic Model (1:1:1)
  3. 3. Connect with Customers in a whole new way
  4. 4. Connect with your customers in a whole new way The Customer Success Platform Sales Service Marketing CommunityApps Analytics
  5. 5. Shared services across applications The Customer Success Platform 2,700+ Partner Apps Open Ecosystem Workflow Data & Objects Identity Fast App Dev & Customization AnalyticsCollaborationMobile UI Scalable Metadata Platform Complete CRM Trusted Multitenant Cloud AnalyticsCommunityMarketingServiceSales Apps
  6. 6. World’s #1 CRM company World’s most admired software company World’s most innovative company Celebrating 15 Years of Customer Success 4TH YEAR IN A ROW!2011 • 2012 • 2013 • 2014 #1 most admired in software #8 best company to work for
  7. 7. Sverre Fjeldstad, McKinsey #nordicspeed
  8. 8. McKinsey Digital Winning in Digital Salesforce.com Nordic conference Presentation | April 23, 2015
  9. 9. 11 1. What is causing the digital disruption? 2. How is the disruption playing out? 3. What challenges will businesses face? 4. How to address the strategic challenges? 5. How to address the leadership challenges? Discussion today
  10. 10. 2 SET OF HARD TO REVERSE CHOICES YOU MAKE IN THE FACE OF UNCERTAINTY TO GENERATE PROFIT BY CAPTURING CUSTOMERS AND BEATING COMPETITORS IT’S NOT ABOUT DIGITAL STRATEGY, IT’S ABOUT STRATEGY IN THE DIGITAL AGE
  11. 11. 3 SUSTAINING PROFIT
  12. 12. 4 SUSTAINING PROFIT A. POSITIONAL ADVANTAGE
  13. 13. 5 SUSTAINING PROFIT A. POSITIONAL ADVANTAGE B. PROPRIETARY ADVANTAGE
  14. 14. 6 “THE MORE WE COMPETE, THE LESS WE GAIN.” – Peter Thiel
  15. 15. 7 CONTROL POINT DISRUPTION
  16. 16. 8 WHAT‘S CAUSING THE DIGITAL DISRUPTION? THE SECOND MACHINE AGE 1.
  17. 17. 9 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION? UBIQUITOUS CONNECTIVITY
  18. 18. 10 TRANSPARENT ACCESS TO DATA ON A MASSIVE SCALE 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
  19. 19. 11 DECREASING COST OF COMPUTER PROCESSING POWER 1. WHAT‘S CAUSING THE DIGITAL DISRUPTION?
  20. 20. 12 HOW THE DISRUPTION IS PLAYING OUT? 2.
  21. 21. 13 2. HOW IS DISRUPTION PLAYING OUT? CUSTOMER POWER IS PARAMOUNT
  22. 22. 14 …this year more unique information will be generated than during the PAST 5,000 YEARS …each month, 4 million man years is spent online …by 2016, 200,000 HRS of video will be STREAMED EVERY SEC …approximately 17 BILLION devices are connected to the internet …a smartphone is 1,000,000x cheaper 100,000x smaller and 10,000x more powerful than the MIT computer in 1965 …average 21- year-olds exchanged 250,000 10,000 HRS on a mobile phone messages and spent …the world's data centers consume ~1.5% OF ALL POWER or little more than 2x the power consumption of Sweden 2,378 Number of websites worldwide in 1994 1,110,000,000 @ A NEW GENERATION EXPECTING DIGITAL BY DEFAULT… 2. HOW IS DISRUPTION PLAYING OUT?
  23. 23. 15 "Any screen will do" In store experiences polarising Rise of the hyper-informed customer Always on Your world in your pocket You can own the customer experience … not the customer Merging digital and physical 2. HOW IS DISRUPTION PLAYING OUT? …AND BEHAVIOUR CHANGING RAPIDLY
  24. 24. 16 2. HOW IS DISRUPTION PLAYING OUT? CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE
  25. 25. 17 MONEY MOVES UNEVENLY 2. HOW IS DISRUPTION PLAYING OUT?
  26. 26. 18 NEW CAPABILITIES ARE NEEDED 2. HOW IS DISRUPTION PLAYING OUT?
  27. 27. 19 2. HOW IS DISRUPTION PLAYING OUT? CHANGE HAPPENS FASTER
  28. 28. 20 CUSTOMER POWER IS PARAMOUNT CONVENTIONAL TRADEOFFS MAY BECOME OBSOLETE MONEY MOVES UNEVENLY NEW CAPABILITIES ARE NEEDED CHANGE HAPPENS FASTER ECOSYSTEMS ARE REDRAWN 2. HOW IS DISRUPTION PLAYING OUT?
  29. 29. 21 2. HOW IS DISRUPTION PLAYING OUT? MONEY MOVES UNEVENLY "Your margin is my opportunity" Jeff Bezos
  30. 30. 22 2. HOW IS DISRUPTION PLAYING OUT? A TRACTOR
  31. 31. 23 WHAT CHALLENGES WILL BUSINESSES FACE? 3.
  32. 32. 24 Rethinking your overarching strategy in light of industry fundamentals, trade- offs, and sources of advantage altered by digital disruption Designing and implementing operational digital initiatives, e.g., big data enabled supply chain, mobile/ online stores, etc. 60%+ of CXOs don’t have a digital strategy or it does not link to the broader corporate strategy 60%+ of CXOs are directly engaged in digital business initiatives Digital Transformation Strategy in digital age How to win 3. WHAT CHALLENGES WILL BUSINESSES FACE?
  33. 33. 25 IT and the business don’t talk Leadership are not digital natives Resource re-allocation is tough Legacy ways can seem like immovable barriers You don’t have the talent you need 3. WHAT CHALLENGES WILL BUSINESSES FACE?
  34. 34. 26 The leadership challenge Embody the habit of successful digital executives The strategic challenge Uncover the magic, be focused on where the real business value are, and be granular with what you go after The technology challenge Set up your organization and capabilities to enable fast changes 3. WHAT CHALLENGES WILL BUSINESSES FACE?
  35. 35. 27 HOW TO ADDRESS THE STRATEGIC CHALLENGES? 4.
  36. 36. 28 CONTROL POINT DISRUPTION 4. HOW TO ADDRESS THE STRATEGIC CHALLENGES? Product/service dev Marketing & sales Operations IT Finance & MIS Risk mgmt HR & org Connectivity with customers, colleagues, suppliers and other stakeholders1 Digital reputation management Virtual co-making Real-time supply chain Social network risk analysis ‘Golden source’ MIS On-demand processing power Social network recruiting Decision- making based on ‘big data’ and advanced analytics2 Next product to buy Personalised product and service offerings Dynamic workflow Real-time automated decision making Real-time financials Dynamic hardware provisioning Predictive resource management Automation of manual activity, replacing labour with technology3 Mobile channel Virtual product testing Straight-through processing Automated testing Paperless MIS Sensor-driven maintenance scheduling Self-service training Behavioral pricing Digitally augmented products Crowd-sourced support Cloud computing Crowd-funding Risk socialization Virtual workforce Innovation of products, business models and operating models4
  37. 37. 29 CONTROL POINT DISRUPTION 4. HOW TO ADDRESS THE STRATEGIC CHALLENGES? Product/service dev Marketing & sales Operations IT Finance & MIS Risk mgmt HR & org Connectivity with customers, colleagues, suppliers and other stakeholders1 Digital reputation management Virtual co-making Real-time supply chain Social network risk analysis ‘Golden source’ MIS On-demand processing power Social network recruiting Decision- making based on ‘big data’ and advanced analytics2 Next product to buy Personalised product and service offerings Dynamic workflow Real-time automated decision making Real-time financials Dynamic hardware provisioning Predictive resource management Automation of manual activity, replacing labour with technology3 Mobile channel Virtual product testing Straight-through processing Automated testing Paperless MIS Sensor-driven maintenance scheduling Self-service training Behavioral pricing Digitally augmented products Crowd-sourced support Cloud computing Crowd-funding Risk socialization Virtual workforce Innovation of products, business models and operating models4UNDERSTANDING THE OPPORTUNITIES AND YOUR CHOSEN PLAYS AS YOUR BUSINESS GETS RE-IMAGINED
  38. 38. 30 4. WHAT DOES THIS MEAN FOR OUR APPROACH TO STRATEGY? FRAME | DIAGNOSE | FORECAST SEARCH | CHOOSE | COMMIT | EVOLVE New questions at each stage ▪ Are we being attacked or disrupted? Should we disrupt ourselves? ▪ If software is eating the world, how will it eat our business? ▪ How is our value chain transforming? ▪ Which players from outside our industry could now enter? ▪ What will my workforce look like in 5 years’ time as automation and machine learning play out?
  39. 39. 31 HOW TO ADDRESS THE LEADERSHIP CHALLENGES? 5.
  40. 40. 32 A SET UNREASONABLE ASPIRATIONS 32 What does this mean? What does this not mean? ▪ Board level digital "owner" ▪ Stretching and coherent digital vision ▪ Value-oriented targets (i.e., Digital P&L) ▪ Adding "digital" to existing responsibilities ▪ Uncoordinated digital initiatives ▪ Digital interaction targets 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  41. 41. 33 B CHALLENGE EVERYTHING 33 What does this mean? What does this not mean? ▪ Challenge the status-quo ▪ Go your own way ▪ Involve regulators in change ▪ Accept historic norms ▪ Follow others ▪ Put your head in the sand 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  42. 42. 34 C OBSESS ABOUT CUSTOMERS 34 What does this mean? What does this not mean? ▪ Learn from every inter- action with the customer ▪ Relentless iteration of customer experience ▪ Infrequent aggregation of customer insights ▪ Ad-hoc patching of customer processes 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  43. 43. 35 D FOLLOW THE MONEY 35 What does this mean? What does this not mean? ▪ Zero-base tech budget aligned with value at stake ▪ Invest in digital across the value chain ▪ Scale success quickly ▪ Incremental spend in line with last year’s budget allocation ▪ Focus digital effort only on customer facing functions ▪ Pilots never rolled out 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  44. 44. 36 E BE QUICK AND DATA DRIVEN 36 What does this mean? What does this not mean? ▪ Continuous proposition iteration ▪ Live beta ▪ Golden source of truth ▪ 12 month release cycles ▪ Quarterly investment boards ▪ Multiple customer records 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  45. 45. 37 F ACQUIRE CAPABILITIES 37 What does this mean? What does this not mean? ▪ Buy scarce talent en-masse ▪ Move into adjacent markets ▪ Hire for skills, not industry experience ▪ Add resources one-by-one ▪ Random buying spree ▪ Recycling talent from industry 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  46. 46. 38 G RING FENCE TALENT 38 What does this mean? What does this not mean? ▪ Protect digital talent from business-as-usual ▪ Digital talent management ▪ Embed digital in existing businesses ▪ Retrofit existing HR model 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  47. 47. 39 Set unreasonable aspirationsA Challenge everythingB Be obsessed with the customerC Follow the moneyD Be quick and data drivenE Acquire new capabilitiesF Ring fence and cultivate digital talentG 5. HOW TO ADDRESS THE LEADERSHIP CHALLENGES?
  48. 48. 40 Digital changes value chains and enables new business models DO DIFFERENT THINGS Digital changes the traditional way of doing business DO THINGS DIFFERENTLY
  49. 49. 41 AS FINAL WORDS: “LOOK UP AND LOOK OUT DOCTOR HEAL THYSELF”
  50. 50. Line Dahle and Peter Janssen, Gard #nordicspeed
  51. 51. Rolf Hall & Lars Göransson, Salesforce
  52. 52. Sales Service Marketing CommunityApps Analytics Analytics for the rest of us Analytics Cloud
  53. 53. Powered by the Wave Platform Analytics Cloud: Analytics for the Rest of Us Mobile insight on any device Everyone gets answers faster than ever Platform for any data, any app Extend the Platform Self Service Collaboration Exploration Analytic Apps Search Based Any Data Governance & Trust
  54. 54. Grow sales faster Sales Cloud Sales Service Marketing CommunityApps Analytics
  55. 55. Hard to Grow Sales if Sales Process is Broken Manual Processes Hard to find information and experts Time wasted on emails and approvals Limited coaching and feedback No lead routing or opportunity management Lack of pipeline visibility Poor data quality Slow Sales Cycles Missed Target No Mobile Access Hard to access information on-the-go No way to access all your critical apps in one place Hard to manage your day from anywhere
  56. 56. Sales Cloud: World’s #1 Sales App Sell Smarter Sell Faster Sell from Anywhere
  57. 57. Transform the customer experience with Service on Salesforce Service Cloud Sales Service Marketing CommunityApps Analytics
  58. 58. Unhappy Customers Difficult to Service Your Customers Everywhere No context Not personalized Inaccurate answers Poor Customer Experiences Siloed service channels Multiple knowledge bases No support for social Inconsistent Service Across Channels 92% Companies reported decline in Customer Satisfaction Multiple service screens No single knowledge source Not connected to back-office Low Agent Productivity 54% Agents must use multiple sources to answer inquiries 86% Customers stop doing business after one negative interaction
  59. 59. Service Platform for Customer Success ​Transform the customer experience with Service on Salesforce Personalized Service Smarter Support Innovate Faster Connect 1:1 with every customer, anywhere Empower agents and managers with the right tools and intelligence Build and scale at the speed of your customers
  60. 60. Marketing Cloud Sales Service Marketing CommunityApps
  61. 61. Four Questions Do you know who your customers are? Where are they in their journey? Are you engaging and moving them along the journey? Are you measuring the impact on your business goals?
  62. 62. Marketing Cloud ​The Platform for 1:1 Customer Journeys ​Build a single view of the customer ​Plan and optimize the customer journey ​Deliver personalized content across every channel and device ​Measure the impact on your business Journeys Contacts Content Channels Analytics Apps
  63. 63. Martha Bennett, Forrester
  64. 64. Making Your Data Speak Martha Bennett, Principal Analyst April 2015
  65. 65. © 2015 Forrester Research, Inc. Reproduction Prohibited 27
  66. 66. © 2015 Forrester Research, Inc. Reproduction Prohibited 28 Guess which car service continues to be widely used? › Cheaper › More convenient › Better service “Uber-isation of all industries…”
  67. 67. © 2015 Forrester Research, Inc. Reproduction Prohibited 29 This is the world we live in …
  68. 68. © 2015 Forrester Research, Inc. Reproduction Prohibited 30 65% 55% 40% 30% 35% 45% 60% 70% … and failure to embrace it is not an option New companies in the Fortune 1000 Top 20 Source for chart on left: Built to Change: How to Achieve Sustained Organizational Effectiveness, 2006 *estimated 1973-1983 1983-1993 1993-2003 2003-2013* Less than 15% of companies in the original 1955 Fortune 500 list exist today
  69. 69. © 2015 Forrester Research, Inc. Reproduction Prohibited 31 Good To Great characteristics: not enough (bankrupt 2009) (home mortgage scandal) (improvements in past two years, but transformation from mail-based business remains work in progress) (absorbed by P&G) (received $25B from TARP) (performed adequately) (performed adequately) (performed adequately) (only one in list to outperform) December 2014: Investing in the portfolio of those 11 great companies covered in 2001 would result in underperforming the S&P 500.
  70. 70. © 2015 Forrester Research, Inc. Reproduction Prohibited 32 Focus & market dominance: not enough (absorbed by DHL) (underperforming — missed mobile market) (net income fell 72% before company was taken private in 2013) (underperforming despite repeated turn- around initiatives)
  71. 71. © 2015 Forrester Research, Inc. Reproduction Prohibited 33 Disrupt, adapt, reinvent – or be disrupted
  72. 72. © 2015 Forrester Research, Inc. Reproduction Prohibited 34 Digital dysfunction at executive level Source: Forrester/Russell Reynolds 2014 Digital Business Survey 93% • Believe that digital technologies will disrupt their business over the next 12 months 74% • Claim the company has a “digital” strategy 33% • Think it’s the right “digital” strategy 15% • Believe they have the right people and skills to execute the strategy
  73. 73. © 2015 Forrester Research, Inc. Reproduction Prohibited 35 Photo © Martha Bennett What are your customers really buying ? … to selling film From selling memories ….
  74. 74. © 2015 Forrester Research, Inc. Reproduction Prohibited 36 What do these companies sell?
  75. 75. 37© 2015 Forrester Research, Inc. Reproduction Prohibited Key trend: selling an outcome Used to sell: › Aero engines › Air conditioning units › Lifts/Elevators › Cars › Agricultural machinery › Medical testing devices › Health insurance › Toothbrush Now sell, or may in future: › Units of propulsion › The right temperature › Moving people/goods up/down › Ability to get from A to B › Optimum yields › Number of tests › Wellness program › Healthy mouth and teeth
  76. 76. © 2015 Forrester Research, Inc. Reproduction Prohibited 38
  77. 77. © 2015 Forrester Research, Inc. Reproduction Prohibited Turn Data Into Business Insights More Deeper For Everyone
  78. 78. © 2015 Forrester Research, Inc. Reproduction Prohibited 40 Results need to be pertinent & trustworthy
  79. 79. © 2015 Forrester Research, Inc. Reproduction Prohibited 41 Business outcome Data sources Deeper insights More data For everyone What business value do we want? Who needs what insights for this? What analysis tools do we need? How can we manage all the data needed? What data do we have? How can we process that data? What can we learn from this data? How do we deliver those insights? What business value can we create? What data sources do we need? There’s no single right way to get thereBottom-uptechnology-driven Top-downbusiness-driven
  80. 80. © 2015 Forrester Research, Inc. Reproduction Prohibited Making your data speak: 3 Cs to success Culture • Data treated as an asset • Data-driven • Data shared across silos Capabilities • Advanced data management, delivery and analysis Competency • Technology skills • Analytical skills • New approach to data governance • Agile processes Data at its most eloquent
  81. 81. © 2015 Forrester Research, Inc. Reproduction Prohibited 44 Focus on getting the basics right 1. Always start with a question that’s linked to a business objective or known issue 2. Create an environment that supports collaboration, agility and short time to value 3. Having made your data speak, be prepared to do what’s needed
  82. 82. Geir Inge Fevang, Canal Digital #nordicspeed
  83. 83. From Analog to Digital – Embracing the Digital Age Geir Inge Fevang IT-direktør
  84. 84. Canal Digital Kabel TV AS - Telenor Home division 550 000 homes connected Individual customers Collective (MDU’s) Operator networks TV Broadband Telephony (VoIP) HFC and Fibre technologies
  85. 85. Market Trends 4 major trends are currently impacting the Canal Digital’s core markets The Digital Consumer Staying connected Government Strategies A New Competitive Context • Text Canal Digital
  86. 86. So, what does it mean to us?
  87. 87. New innovative services
  88. 88. High capacity networks • Upgraded capacity • Fully digitalized network • Fibre closer to the customers
  89. 89. Meet the customer in all channels Web E-mail Letters Phone SMS Chat Social media
  90. 90. Pro active customer service
  91. 91. IT in a new role • IT need to have excellent business knowledge • Separate “slow-change” from “fast-change”, agile way of working • Utilize possibilities from cloud solutions
  92. 92. And then what?
  93. 93. Arnt Eriksen, Futurologist and Trendspotter #nordicspeed

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