Newcastle digital transformation


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Newcastle digital transformation

  1. 1. How can you digital technologies to improve organizational performance?
  2. 2. Agenda I. CHAT II. The New World of Work III. Productivity today IV. Digital Workspaces V. The Building Blocks VI. The Value Proposition VII. Market metaphores VIII. The value architect™ IX. Conclusion and Perspectives Intro Modeling ConstructionPerception
  3. 3. What are the three major building blocks that are digitally transforming the customer experience? Can you give an example of each? Which examples do the authors give of transforming internal processes through process digitization? The article also suggests that digital strategies can transform corporate business models. What exactly is a business model and how can it be improved digitally? The authors argue that digital transformation requires strong leadership to drive change. Which level of leaders are they referring, and on what do they need to focus?
  4. 4. Intro Modeling ConstructionPerception
  5. 5. Intro Modeling ConstructionPerception Economic transformation: The transformation from a manufacturing-based economy to a services-based economy now underway throughout the developed world will accelerate. One World of Business. Political and economic dynamics are forging a single global market, a global workforce, global customers, partners, and suppliers. Always On, Always Connected. The challenges of the ―always on, always connected‖ world will be converting information into insights; managing time and staying focused on high priority tasks Competing for Talent in a Shrinking Workforce: Because demographics show an aging, shrinking workforce in most of the developed world over the next 50 years, maximizing the productivity of the workers that are available is critical.
  6. 6. "Experience is knowledge, everything else is information" -- Albert Einstein • Service economy – value comes from services embedded in the product • Pine and Gilmore argued that differentiation today comes from creating ―experiences‖ • Starbucks, Michelin, Hermès, Apple • Companies provide ―stages‖, managers are ―actors‖, customers are active ―spectators‖ Intro Modeling ConstructionPerception
  7. 7. What meaning do we attach to the data? Frame Cloud Figure (s) Oracle Antonello da Messina Intro Modeling ConstuctionPerception
  8. 8. ©2013 L. SCHLENKER Transformation Limited Pervasive Time Degreeofeconomicimpact Digital distribution and web strategy • Web strategy and e-commerce) • Creating efficiency through web strategy (e.g. Government) Digital transformation • Mobile revolution • Social media • ―Hyper digitization‖ • Power of the cloud and crowd • Downstream & upstream innovation • Organize without an organization • New ―currencies‖ • Internet of things • Analytics 2000sLate 1990s 2010s Digital products (e.g., music, entertainment) Digital distribution and web strategy • Web strategy and e-commerce • Creating efficiency through web strategy Digital transformation Mobile revolution ―Hyper digitization‖ Social media Power of the cloud and crowd Downstream & upstream innovation Organize without an organization New ―currencies‖ Internet of things Analytics Intro Modeling ConstructionPerception
  9. 9. ©2013 L. SCHLENKER © Inforcentric Research, 2013 •A demarcation line between an Intranet and the Digital Workplace at the point where more specific work support is offered •The stages are not defined by which functions are offered, but rather by how far the respective support offered goes •This model tries to give a first impression about the changing composition of the technology portfolio required in each stage. http://intranet- models/ Intro Modeling ConstructionPerception
  10. 10. ©2013 L. SCHLENKER Sam Marshall, ClearBox Intro Modeling ConstructionPerception
  11. 11. Information • Data • Content • Knowledge Infrastructure • Software • Applications • Platforms Interfaces • One Tier • Three Tier • Connected @2014 L. SCHLENKER
  12. 12. ©2013 L. SCHLENKER Deloitte The digital workplace: Think, share, do
  13. 13. Physical • Transform • Supply chain • Availability Digital • Communicate • Information flows • Pertinence Financial • Monetize • Financial flow • Effeciency @2014 L. SCHLENKER
  14. 14. ©2013 L. SCHLENKER Process Digitization Automation can enable companies to refocus their people on more strategic tasks Worker Enablement Individual-level work has, in essence, been virtualized — separating the work process from the location of the work Performance Management Transactional systems give executives deeper insights into products, regions and customers, allowing decisions to be made on real data and not on assumptions Intro Modeling ConstructionPerception
  15. 15. ©2013 L. SCHLENKER •Improve your understanding of the customer demand •Improve the quality of the organizational response • Improve the organization’s ability to measure the added value Deloitte The digital workplace: Think, share, do
  16. 16. ©2013 L. SCHLENKER Digitally Modified Businesses Finding ways to augment physical with digital offerings and to use digital to share content across organizational silos New Digital Businesses Companies are also introducing digital products that complement traditional products Digital Globalization Companies are increasingly transforming from multinational to truly global operations Intro Modeling ConstructionPerception
  17. 17. Experience • Customer • Employee • Partner Analytics • Automation • Optimization • Personalization Perspective • Cause - Effect • Cause - Cause • Effect - Effect
  18. 18. ©2013 L. SCHLENKER Intro Modeling ConstructionPerception
  19. 19. ©2013 L. SCHLENKER •Focusing on the evolution of people in the context of a Digital Workplace (c) Philipp Rosenthal 2013 (@for_desire_it) Intro Modeling ConstructionPerception
  20. 20. ©2013 L. SCHLENKER Communication and Business Intelligence Collaboration and Community Services and Workflow Structure and Coherence Mobility and Flexibility Strategic Alignment and Management Organisational Readiness © Digital Workplace Forum, 2013 Intro Modeling ConstructionPerception
  21. 21. ©2013 L. SCHLENKER Customer Understanding Companies are starting to take advantage of previous investments in systems to gain an in- depth understanding of specific geographies and market segments Top-Line Growth Companies are using technology to enhance in-person sales conversations. Customer Touch Points Customer service can be enhanced significantly by digital initiatives Intro Modeling ConstructionPerception
  22. 22. • What uniquely defines the persona of our customers? • What is different about their customer journey? • What are the touch points they frequent, how do they use them, and with what devices? • What are their expectations, what do they value, and how do they define success? • How are they influenced, and by whom? How and whom do they in turn influence?
  23. 23. ©2013 L. SCHLENKER © 2011 MIT Center for Digital Business and Capgemini Consulting Intro Modeling ConstuctionPerception
  24. 24. ©2013 L. SCHLENKER
  25. 25. • Cecile Balmond – Informal • (Work) spaces aren’t bound by technology but by vision • Rules aren’t boundaries, just considerations • Vision, actors, events, outcomes, gateways Intro Modeling ConstructionPerception
  26. 26. ©2013 L. SCHLENKER Intro Modeling ConstructionPerception
  27. 27. ©2013 L. SCHLENKER Intro Modeling ConstructionPerception
  28. 28. ©2013 L. SCHLENKER Intro Modeling ConstructionPerception
  29. 29. ©2013 L. SCHLENKER Intro Modeling ConstructionPerception
  30. 30. ©2013 L. SCHLENKER Intro Modeling ConstructionPerception •The vision - how will the Idea Factory showcase your theme? •The design - what types of equipment (furniture, supplies, technologies…) will support this vision. •The events - which specific events (conferences, workshops, coffee breaks...) will be held ? •The results - how do you recommend evaluating the results of your vision ?