Leading the digital business revolution - webinar slides

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Slides from the Brilliant Noise webinar, Leading the Digital Business Revolution, with Martin Gill, VP & Principal Analyst at Forrester, Alun Williams, Digital Director at TUI Travel, and Antony Mayfield.

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Leading the digital business revolution - webinar slides

  1. 1. TextText @brilliantnoise brilliantnoise.com #bnwebinar Brilliant Noise April 2014 Leading the digital business revolution
  2. 2. Making Leaders Successful Every Day
  3. 3. Leading The Digital Business Revolution Martin Gill, VP & Principal Analyst April 24th, 2014 @martinjohngill
  4. 4. We face a wave of innovation.
  5. 5. Some brands are born digital.
  6. 6. Some achieve digital mastery.
  7. 7. While others have had digital thrust upon them.
  8. 8. What barriers do you have to overcome?
  9. 9. Experience is the only differentiator. Image source: http://www.techypod.com/2012/01/nike-fuel-band-for-fitness-enthusiast.html
  10. 10. 74%
  11. 11. 34%
  12. 12. 15%
  13. 13. But you’re stuck behind walls.
  14. 14. Image source: http://www.deviantart.com/art/Geek-69422008 To the rest of your organization, “digital is something he does”.
  15. 15. Today’s structures are no longer fit for purpose.
  16. 16. Digital maturity has multiple dimensions.
  17. 17. © 2013 Forrester Research, Inc. Reproduction Prohibited 20 Digital Maturity has four dimensions Repair Elevate Optimize Differentiate Culture Organization Technology Measurement
  18. 18. © 2013 Forrester Research, Inc. Reproduction Prohibited 21 0 20% 40% 60% 80% 100% 120% Source: Digital Maturity Survey 2013 Digital leaders are hard to find Repair Elevate Optimize Differentiate Digital Maturity
  19. 19. © 2013 Forrester Research, Inc. Reproduction Prohibited 22 Source: Digital Maturity Survey 2013 Digital Maturity varies by sector Elevate Optimize Financial Services Technology Media & Communications Retail & Wholesale 0 20% 40% 60% 80% 100% 120% Repair Differentiate
  20. 20. © 2013 Forrester Research, Inc. Reproduction Prohibited 23 Source: Digital Maturity Survey 2013 Digital Maturity delivers results 0% 10% 20% 30% 40% 50% 60% 70% No impact We have not implemented a multi-touchpoint digital strategy Increased operating costs Increased employee morale Increased offline sales Increased call center volume Decreased operating costs Satisfaction or similar metrics Increased profitability Increased online sales What impact has the implementation of a multi-touchpoint digital strategy had on your company? Differentiate Repair
  21. 21. Master both sides of digital
  22. 22. How do you lead the digital revolution?
  23. 23. Start with a digital vision.
  24. 24. © 2013 Forrester Research, Inc. Reproduction Prohibited 27 You need to do 2 things Create the conditions for transformation Master the three essential digital skills #1 #2
  25. 25. #1: Create the conditions for transformation
  26. 26. © 2013 Forrester Research, Inc. Reproduction Prohibited 29 Create conditions for transformation Consolidate digital strategy under a single customer-focused leaderA
  27. 27. Nespresso’s digital team provides core platforms and processes.
  28. 28. © 2013 Forrester Research, Inc. Reproduction Prohibited 31 Create conditions for transformation Consolidate digital strategy under a single customer-focused leader Organize around the customer, not the function A B
  29. 29. Westpac organizes around the customer.
  30. 30. © 2013 Forrester Research, Inc. Reproduction Prohibited 33 Create conditions for transformation Consolidate digital strategy under a single customer-focused leader Organize around the customer, not the function A B Embed digital skills and competencies into the businessC
  31. 31. Nestle educates and trains its business.
  32. 32. © 2013 Forrester Research, Inc. Reproduction Prohibited 35 Create conditions for transformation Consolidate digital strategy under a single customer-focused leader Organize around the customer, not the function A B Embed digital skills and competencies into the business Embrace cross-functional, agile ways of working C D
  33. 33. Fidor leverages social technology to engage customers in product development.
  34. 34. © 2013 Forrester Research, Inc. Reproduction Prohibited 37 The digital transformation framework Digital Vision Consolidate digital strategy under a single customer-focused leader Organize around the customer, not the function Embed digital skills and competencies into the business Embrace cross-functional, agile ways of working
  35. 35. © 2013 Forrester Research, Inc. Reproduction Prohibited 38 You need to do 2 things Create the conditions for transformation Master the three essential digital skills #1 #2
  36. 36. © 2013 Forrester Research, Inc. Reproduction Prohibited 39 Master the three essential digital skills Strategic Transformational Operational Set and communicate digital strategy Manage digital change Operate and optimize digital touchpoints
  37. 37. © 2013 Forrester Research, Inc. Reproduction Prohibited 40 Where are your digital strengths? Operational Transformational (eBusiness lead) Transformational (IT lead) StrategiceBusinessmaturity IT maturity
  38. 38. Building your transformation plan.
  39. 39. Start by assessing what you’ve got.
  40. 40. Consolidate digital functions to bust down the silos.
  41. 41. Embed digital throughout your business.
  42. 42. Prepare to get a bloody nose as you bust down some walls.
  43. 43. Thank you Martin Gill +44 (0)20.7323.7734 mgill@forrester.com @martinjohngill
  44. 44. TextText @brilliantnoise brilliantnoise.com #bnwebinar Brilliant Noise April 2014 Leading the digital business revolution
  45. 45. Antony Mayfield CEO Brilliant Noise 2 Martin Gill VP & Principal Analyst Forrester Alun Williams Digital Director TUI
  46. 46. 3 Martin Gill VP & Principal Analyst Forrester
  47. 47. TextText @brilliantnoise brilliantnoise.com #bnwebinar Brilliant Noise April 2014 Digital leadership
  48. 48. “So, what I tell investors is, we’ve nearly tripled the business in seven years…. “This is the most connected culture that you will ever find, I believe, in any industry in the world. “…You know, I had a cultural anthropologist come in and study the culture of the company to tell us what we had created. I wanted to capture it for the next generation so they could understand how we did this and how we work.” Angela Ahrendts on digital culture
  49. 49. Peter Drucker
  50. 50. Knowledge Worker Peter Drucker
  51. 51. Managing Oneself Peter Drucker
  52. 52. “Culture eats strategy for breakfast.” Attributed to Peter Drucker 9
  53. 53. “Culture eats technology for breakfast.” Attributed to Peter Drucker turning in his grave. 10
  54. 54. Imposing technology on organisations… 11
  55. 55. Now digital change comes in all directions… 12 Customer Competitor Staff Channels Company
  56. 56. Bolt-ons are not enough. 13
  57. 57. Digital transformation is cultural change on a grand scale. 14
  58. 58. Digital transformation requires personal reinvention from leaders. 15
  59. 59. How to create a digital leadership mindset. 16
  60. 60. - Leading yourself Creating a digital mindset, threshold knowledge, creating an example of change. - Leading others Spreading mindset, collaboration. - Leading organisations Clear vision and communication, creating a culture that is flexible and open to change. Digital leaders 17
  61. 61. We explored leading yourself and leading others for Nokia’s Smarter Everyday campaign. 18 Design Your Day How to use design thinking and neuroscience to make every day work better Mobile Mastery How to make technology work for you, not the other way around Teams That Flow How high performing teams use technology and organise themselves Growing Agility How individuals and organisations become more flexible and thrive in a volatile world
  62. 62. Digital mindset journey 19 Personal Development Agile innovation Digital customers Trends
  63. 63. Attention Networks Web history & culture Exponential growth Social media Datafication Internet of things Privacy and publicness Digital commerce Media and advertising Personal development: Threshold concepts for digital leadership
  64. 64. Agile innovation. Move fast and break things.
  65. 65. “The Goal Is to Become HBO Faster Than HBO Can Become Us” Ted Sarandos, Chief Content Officer, Netflix
  66. 66. Digital customers Model first published Harvard Business Review
  67. 67. Digital trends
  68. 68. Where to start digital transformation? 25
  69. 69. - Lead. Vision, principles, setting tone & pace. - Pilot. Permission to be radical. Exploring, learning, experiencing risk, attitudes to failure. - Scale. Systems, continuous improvement, storytelling. Three vital elements of digital transformation 26
  70. 70. “It is the individual, operating at the peak of his or her powers, who will revive our organizations, by reinventing both self and them.” Warren Bennis, Leadership studies pioneer and professor at USC.
  71. 71. Digital Transformation – TUI Travel Alun Williams – Digital Director – TUI Europe
  72. 72. 29 Digital Transformation – TUI Travel • Digital Strategy • Technology • Leadership • Training & Development • Incubation v’s Proliferation • Power of the Network • CX at the Top Table • Analytics as the Heartbeat • Culture & Environment
  73. 73. Antony Mayfield CEO Brilliant Noise 30 Martin Gill Principal Analyst Forrester Alun Williams Digital Director TUI Discussion.

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