A Digital Transformation Map for a Media and Entertainment (M&E) business based in Botswana. The document is a submission for Peer-assessed individual project, which is part of an assignment for the Digital Strategy and Transformation Course (TecdeMonterreyX DST02).

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Digital Strategy and Transformation (TecdeMonterreyX DST02)
DIGITAL TRANSFORMATION MAP FOR STREAM IT
1.0 ABOUT THE COMPANY
Stream It Media (Proprietary) Limited is a Botswana-based media solutions and consulting services
company trading in the information and Communications Technology (ICT), and Media & Entertainment
(M&E) sectors.
2.0 BUSINESS STRATEGY
The company has adopted a vertical integration business model, which allows it to own different businesses
in the same value chain of media production, media distribution, ICT & media supplies, and digital media
advisory & consultancy. As part of the model, the company has established an internet protocol
television (IPTV) and Video on Demand (VOD) business called Stream It.
The vertical integration model is considered the company’s competitive advantage since it allows for the
maximization of profit, through operations in the media production and distribution value chain.
2.1 VISION FOR STREAM IT: Streamed Online, Watched On Demand
2.2 MISSION STATEMENT FOR STREAM IT: To move viewers’ experience away from one-time,
one-place viewing location to location antagonistic viewing, at their convenience.
2.3 VALUES FOR STREAM IT
 Viewer-Centric: central to our business philosophy is a relentless focus on the viewers
(audiences), which allows us to serve their needs.
 Hyper-connected: our content is easily accessible through all internet-connected devices.
 Digital engagement: We digitally interact with our audiences to establish two-way
conversations and an effective feedback loop.
 Innovation and creativity: Fostering innovation and creativity, within the work environment.
3.0 STRATEGIC GOALS FOR STREAM IT
(i) To improve customer experiences (CX), at the same time establishing Stream It’s brand
awareness and digital brand engagement.
(ii) To transform operational processes leveraging digital analytics and data.
(iii) To foster an agile environment and culture that embraces digital innovation and continuous
improvement.

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4.0 CHOSEN STRATEGIC GOAL
To improve customer experiences (CX), at the same time establishing Stream It’s brand awareness and
digital brand engagement.
4.1 DIGITAL READINESS OF IMPROVING CUSTOMER CX
Below, I have outlined the digital readiness of Stream it from both individual and institutional standpoints.
(i) INDIVIDUAL READINESS
 Skills audit for the individual directors of Stream It.
 Filling of identified gaps, focusing on digital transformation.
(ii) INSTITUTIONAL READINESS
Stream It’s institutional readiness is measured by the following milestones
 The approval of the IPTV and VOD by the Botswana Regulatory Authority
 The development of the Stream It Digital Strategy
 Third-party Agreements (Signing of service contract with Botswana Fiber Optic Network) to
provide fibre network at the Stream It premises.
5.0 STREAM IT’S DIGITAL STRATEGY DEVELOPMENT
5.1 VISION AND LEADERSHIP
Stream It is led by an executive team of two visionary leaders, both of whom have a background in
broadcast television and video production. Since the two executives are responsible for driving the overall
company vision, they have committed to upskill themselves in the area of digital transformation and also
be abreast of the latest media trends and technology.
The company also have an experienced team of both commercial and technical resources knowledgeable
in various aspects of ICT and Media to support customers in developing business opportunities for strategic
growth.
5.2 CUSTOMER EXPERIENCE
The company has designed a Digital Customer Experience that is aimed at delivering the right content, to
target audiences, at the right time and right place. The content is delivered via the Stream It portal and
social media pages. The company is in the process of developing a mobile application that will also add to
the company’s digital assets.

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5.3 INDIVIDUALS AND PROCESSES
Individuals working for Stream It leverage their technical and soft skills to connect and deliver on the
mandate of the company. To facilitate their support of Stream It DX, the company is committed to
upskilling with digital knowledge and retooling them to execute their duties within a digitally transformed
environment.
5.4 BUSINESS AND TECHNOLOGY
The business model for Stream It is premised on the STOF Framework by Bouwman et al. The STOF
framework is regarded as a blueprint guiding how a network of cooperating organisations can create and
capture value from innovative services. It consists of four domains, namely the service domain, the
technology domain, the financial domain, and the organisational domain.
(i) Service Domain: establishes the value proposition and market segment for Stream It.
(ii) Technology Domain: outlines the technology requirements of the IPTV and VOD business.
(iii) Organisation Domain: deals with the organisational structure.
(iv) Financial Domain: deals with the cost structure and profit potential of the business.
Each of the four domains interacts with each other and is affected by market dynamics, technological
developments, and regulation.
6.0 ACTION PLAN: IMPLEMENTATION OF STREAM IT DX STRATEGY
The action plan for implementing the Stream It DX Strategy (including the chosen strategic goal) follows
the Balanced Score Card format.
STRATEGY PERSPECTIVE To improve customer experiences (CX), at the same
time establishing Stream It’s brand awareness and
digital brand engagement.
CUSTOMER PERSPECTIVE  To conduct an Audience Survey that will
inform their preferences (what they want
to see and when).
 Developing content aligned to the needs
of audiences.
 Streaming the developed content to the
Stream It IPTV and VOD portal and social
media platforms.
 Audience engagement and monitoring
using data analytics.
 Support and billing of VOD subscribers.
INTERNAL PROCESS PERSPECTIVE

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 Implement and monitor production
processes (pre-production, production &
post-production).
 Implement content management systems
and protocols.
LEARNING AND GROWTH PERSPECTIVE  Articulating the shared vision to
management and staff.
 Supplying strategic feedback.
 Facilitating strategy review and learning.
FINANCIAL PERSPECTIVE  The monetisation of in-house productions.
 Growing commercial returns of
commissioned programmes and content
partnerships.