The Postdigital Enterprise: Harnessing Change, Managing Disruption


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As mobility, social business, cloud computing and analytics evolve, each may represent a significant opportunity to enable or transform enterprises, markets and industries. But collectively, could these capabilities create significant disruption in the postdigital enterprise? We'll discuss:

Characteristics of the postdigital era, including transparency, consumerization and a renewed focus on the individual.

Business value, risks, and considerations for the intersection of mobile, social, analytics, and cloud.

Examples of postdigital innovation and disruption of operating and business models.

Learn about the benefits of harnessing mobility, social business, cloud computing and analytics, and explore how the intersection of these capabilities can transform your organization into a postdigital enterprise.

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The Postdigital Enterprise: Harnessing Change, Managing Disruption

  1. 1. The Dbriefs Technology Executive series presents:The Postdigital Enterprise:Harnessing Change,Managing DisruptionSuketu Gandhi, Principal, Deloitte Consulting LLPBill Briggs, Deputy CTO, Director, Deloitte Consulting LLPDecember 1, 2011
  2. 2. Release for answers to polling questions Understand that any data or information provided by you as part of participating in this Dbriefs webcast (“webcast”) may be used by Deloitte in connection with this webcast, other studies, or analyses performed by Deloitte, publications, or in connection with services provided by Deloitte or otherwise. Understand that this webcast is the proprietary property of Deloitte. Understand that any such data or information may be disclosed by Deloitte to related entities or other third parties, including, without limitation, in publications, in connection with this webcast or such studies, analyses, or services, provided that such data or information does not contain any information that identifies you or associates you with the data or information that you have provided or are providing. Understand disclosure of such data or information could be required by law, in which case Deloitte will endeavor to notify you. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  3. 3. AgendaWhat is the postdigital enterprise?The five postdigital domainsWhat this means for your enterpriseQuestion and answer Copyright © 2011 Deloitte Development LLC. All rights reserved.
  4. 4. What is the postdigitalenterprise?
  5. 5. How we got hereBasic human behavior has not fundamentally changed... EngagementLearning Validating Deciding Using Committing Loyalty $’s…but the tools for conducting business have dramatically evolved. 11,000 BC 3000 BC 1 AD 1870 1985 1990 2005 2008 2009 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  6. 6. Evolution of the postdigital enterpriseThe enterprise has evolved over the past two decades Industrial Digital Postdigital Customer Uninformed Informed Connected Type Homogenous Segmented Personalized Optimized Automated Real time Process Manual Digitized User-centric Specialization Functional model InterdisciplinaryOrganization Processes-focused IT-focused Collaboration-focused Channel Single channel Multichannel Omnichannel Market Brand and supply Brand and customer Customer and social Condition driven access driven network driven Market Plan based Transaction based Intention based Approach replenishment replenishment replenishment Copyright © 2011 Deloitte Development LLC. All rights reserved.
  7. 7. Poll question #1Which executive is most visibly sponsoring initiativesaround postdigital? CEO COO CIO LOB/Function lead(s) None of the above Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  8. 8. New technology forces driving innovationTechnology strategy = business strategy Information Hyper-availability Explosion Transparency Security & Compliance Pressures Velocity of Consumerization Change Copyright © 2011 Deloitte Development LLC. All rights reserved.
  9. 9. Harness postdigital technologies to evolveThe convergence of five disruptive technologies is changing the waybusinesses must respond to individuals’ needs and expectations Analytics Social Business Deconstruct organizational Move from descriptive to silos; empower predictive and prescriptive collaborative networks Mobility Cloud Un-tether your enterprise; Move past the static empower users where ecosystem; empower the business actually occurs dynamic value chain Digital identity;Credentials-based access digital persona protection Defense-in-depth andcontrol and management cyber threat intelligence Cyber Intelligence The greatest value lies at the intersection points of the PDE domains. For example, combining cloud and analytics to yield insight as a service. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  10. 10. The CIO as a revolutionaryThe CIO is uniquely positioned to lead the evolution, moving beyondbeing a steward or a strategist to help lead the postdigital eraThere are 3 major requirements for the Revolutionary Postdigital CIO Investment Shift Strategic Plan Talent/Skills A greater portion of Roadmap The IT organization the portfolio should Should provide clarity should have increased be allocated to to a cohesive depth in both business postdigital innovation postdigital strategy and technical skills combining business and technology considerations Copyright © 2011 Deloitte Development LLC. All rights reserved.
  11. 11. Poll question #2Which topic do you feel has the greatest opportunity topositively impact your business strategy? Mobility Social business Cloud Analytics Cyber intelligence Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  12. 12. The five postdigital domains
  13. 13. AnalyticsTechnology and deep modeling techniques applied to identifybusiness performance opportunities in exploding data volumes  Growth of Data Volumes: Doubling every 18 months  Unstructured Data: Driven by social networks  Predictive and Prescriptive Analysis: Future-looking  Competing on Analytics: Strategic cornerstone of the enterprise Key Considerations Real-Time Analysis (Unstructured) Hindsight Data to Foresight Explosion Copyright © 2011 Deloitte Development LLC. All rights reserved.
  14. 14. MobilityAnywhere, anytime business innovation enablement  Mobile App Growth: Internal and B2B applications  Converged Devices: Fast growing area of computing  Decisions for the Enterprise: Platforms, maintenance, internal capabilities  Managing the Environment: Mobile environment security and governance Key Considerations Taking In-House Enterprise vs. Third Mobile Growth of Party Converged Devices Copyright © 2011 Deloitte Development LLC. All rights reserved.
  15. 15. Social businessConnecting human networks for information, decisions, andaction  Moving Beyond Social Networks: Enterprise connectivity and expectations  Power of People Networks: Leverage shared passion  Driving Results: Internal and external stakeholders  Implications for the Enterprise: Bottom-up collaboration and information sharing Key ConsiderationsCollaboration &Communication Informational Capabilities Transactional Internal & Opportunities External Exposure Copyright © 2011 Deloitte Development LLC. All rights reserved.
  16. 16. Cloud computingEvolution from capacity clouds based on isolated workloads tocapability clouds delivering higher-order, finished services  Workload in the Cloud: Edge functions move to the cloud en masse  Business Beyond Technology: A convincing business case is needed  Progression of Vendors: Sophisticated offerings (e.g., logistics, security)  Future of Clouds: Higher order business functions in the cloud Key Considerations Capacity vs. Capability Cloud Implications Making the Case for Cloud Copyright © 2011 Deloitte Development LLC. All rights reserved.
  17. 17. Cyber intelligencePrepare, predict, prevent, and protect through cyber security,cyber forensics, cyber analytics, and cyber logistics  Changing Regulation: Increasingly complex global compliance requirements  Detection vs. Prevention: Stay ahead of emerging threats  Evolving Threats: Increasing cost of breaches, diversity, and speed of threats  Threat Management and Triage: Know “how” and “from where” attacks originate Key Considerations Cyber Cyber Cyber Logistics Cyber Security Forensics Analytics Copyright © 2011 Deloitte Development LLC. All rights reserved.
  18. 18. Poll question #3Which postdigital domain is currently the most mature inyour organization? Mobility Social business Cloud Analytics Cyber intelligence Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  19. 19. What this means for yourenterprise
  20. 20. Disruption will require process redesignsRedesign operational processes to evolve, respond, and stay relevant Same Thing, New Way Breakout Capabilities Postdigital Veneer Postdigital Disruption New Operating Models Enable Enterprise Capabilities New Service Enhance Current Offerings Operations New Business Models Example – a unidirectional Example – product development social media campaign through crowd-sourced R&D Copyright © 2011 Deloitte Development LLC. All rights reserved.
  21. 21. New expectations can affect operationsThe postdigital ecosystem extends beyond customers and employees Postdigital Operating Ecosystem New IT Consumers, Employees, Pundits, Potential Postdigital Concerns and Ambassadors, Partners, Bloggers, Customers Strategy Considerations Fans Vendors Competitors / Investors Mobility Analytics Social Business CloudCyber Intelligence The postdigital ecosystem Postdigital personae is borderless and limitless, transcend enterprise, extending far beyond the organizational, and traditional four walls of personal boundaries your business Copyright © 2011 Deloitte Development LLC. All rights reserved.
  22. 22. User engagement and user empowermentEffective postdigital efforts will be driven by user engagement Interaction User Research Design User Interface Usability and Design Analytics Anytime, Expanded anywhere Ecosystem Boundless Unstructured access user Crowd- environment live data sourced R&D Design User- Evaluate and Understand Conceptualize Execute System Refine Individuals Solutions Solution Interaction Prototypes Copyright © 2011 Deloitte Development LLC. All rights reserved.
  23. 23. Postdigital scenarios  As consumers adopt connective technology, they build and participate in interconnected 24 / 7 networks  This provides the opportunity for convenient and constant access The Connected to information Consumer  A global consumer products company reported that it has radically reduced its operational costs (by close to $1 BB) by ‒ Streamlining critical workflows throughout its global organization ‒ Empowering its managers to make better and faster decisions The Empowered with access to real-time social analytics and enterprise data Manager  Large companies with complex organizational structures are looking for ways to enable their teams to collaborate more effectively on critical work streams to remove institutional roadblocks, accelerate innovation, and increase time to decision The Engaged  One of the most remarkable case studies is in the consumer retail Enterprise market with a large electronics retailer Copyright © 2011 Deloitte Development LLC. All rights reserved.
  24. 24. Disrupt or be disruptedEvolve to stay relevant as expectations, needs, and behaviors changeA slow response invites disruption Evolve now, and you can disrupt and grow A movie rental company Online shoe retailer disrupted failed to heed to customers’ the industry by using mobile and changing appetite for direct, social technology to provide the instant digital fulfillment flexibility that customers desire Home improvement retailer empowers employees with Consumer electronics collaboration tools to share retailer failed to ideas and leading practices transform workforce Innovative car rental service from traditional channeled social technologies salesmen to engaging to provide customers the customer service desired high-touch merchant advocates experience at a low costStatic businesses will be unable to Postdigital Enterprises will evolvemeet new desires and expectations to harness disruptive technologies
  25. 25. Poll question #4What is the main factor that will keep you from realizing thepotential of postdigital? Security/privacy compliance We are too consumed with “keeping the lights on” Fragmented investments across the business Organizational inertia (cultural resistance to change) Postdigital is not a current priority Don’t know / Not applicable Copyright © 2011 Deloitte Development LLC. All rights reserved.
  26. 26. Final thoughtsShift organizational focus Un-tether your enterprisePrioritize consumers, employees, Postdigital business is not boundand partners by physical spaceMove past the static ecosystem Augment traditional researchEmpower the dynamic value chain Access direct insightDeconstruct organizational silos Harness speed and flexibilitySanction collaborative networks Think big; start small; scale fast Copyright © 2011 Deloitte Development LLC. All rights reserved.
  27. 27. Question and Answer
  28. 28. Join us January 5 at 2 PM ET asour Technology Executivesseries presents:Visualization andGeospatial Solutions:The Future of BusinessIntelligence?
  29. 29. CPE certificates are now available for immediate download.Click the Request CPE link in the lower right hand corner of the screen. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  30. 30. Contact infoSuketu GandhiPrincipal, Deloitte Consulting LLPsugandhi@deloitte.com312-486-3590Bill BriggsDirector, Deloitte Consulting LLPwbriggs@deloitte.com816-802-7350 Copyright © 2011 Deloitte Development LLC. All rights reserved.
  31. 31. This presentation contains general information only and Deloitte is not, by means of thispresentation, rendering accounting, business, financial, investment, legal, tax, or otherprofessional advice or services. This presentation is not a substitute for such professional adviceor services, nor should it be used as a basis for any decision or action that may affect yourbusiness. Before making any decision or taking any action that may affect your business, youshould consult a qualified professional advisor. Deloitte shall not be responsible for any losssustained by any person who relies on this presentation. Copyright © 2011 Deloitte Development LLC. All rights reserved.
  32. 32. About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited byguarantee, and its network of member firms, each of which is a legally separate and independent entity.Please see for a detailed description of the legal structure of Deloitte ToucheTohmatsu Limited and its member firms. Please see for a detailed descriptionof the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attestclients under the rules and regulations of public accounting. Copyright © 2011 Deloitte Development LLC. All rights reserved.