Transcript of a discussion with HPE Pointnext Services experts as they detail a multi-step series of “Moments” that guide organizations on their transformations.

1. Page 1 of 17
How HPE ‘Moments’ Provide
A Proven Critical Approach
To Digital Business Transformation
Transcript of a discussion with HPE Pointnext Services experts as they detail a multi-step series of
“Moments” that guide organizations on their transformations.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Hewlett Packard
Enterprise.
Dana Gardner: Hello, and welcome to the next edition of the BriefingsDirect Voice of
Innovation video podcast series. I’m Dana Gardner, Principal Analyst at Interarbor Solutions,
your host and moderator for this timely discussion on effective paths for businesses to attain
digital transformation.
Even as a vast majority of companies profess to be seeking digital business transformation, few
proven standards or broadly accepted methods stand out as the best paths to take. And now,
the COVID-19 pandemic has accelerated the need for bold initiatives to make customer
engagement and experience optimization an increasingly data-driven and wholly digital affair.
Stay with us now as we welcome a panel of HPE Pointnext Services experts as they detail a
multi-step series of “Moments” that guide organizations on their transformations. Here to share
the Hewlett Packard Enterprise view on helping businesses effectively innovate for a new era of
pervasive digital business are our panelists. We’re here with Craig Partridge, Senior Director
Worldwide, Digital Advisory and Transformation Practice Lead at HPE Pointnext Services.
Welcome back, Craig.
Craig Partridge: Hey, Dana, good to see you again.
Gardner: We’re also here with Yara Schuetz, Global Digital Advisor -- one of many -- at HPE
Pointnext Services. Welcome, Yara.
Yara Schuetz: Hello, Dana, nice to be here.
Gardner: We’re also here with Aviviere Telang, Global Digital Advisor at HPE Pointnext
Services. Welcome, Aviviere.
Aviviere Telang: Thanks, Dana, glad to be here.
Gardner: And we’re joined by Christian Reichenbach, Global Digital Advisor at HPE Pointnext
Services. Welcome, Christian.
Christian Reichenbach: Thanks, Dana, for having me.
Gardner: And we welcome Amos Ferrari, Global Digital Advisor at HPE Pointnext Services.
Welcome, Amos.

2. Page 2 of 17
Amos Ferrari: Thank you, Dana. Thank you, for inviting me.
Gardner: Craig, while some 80 percent of CEOs say that digital transformation initiatives are
under way, and they’re actively involved, how much actual standardization -- or proven methods
-- are available to them? Is everyone going at this completely differently? Or is there some way
that we can help people attain a more consistent level of success?
Common ground in digital transformation
Partridge: A few things have emerged that are becoming
commonly agreed upon, if not commonly executed upon. So,
let’s look at those things that have been commonly agreed-upon
and that we see consistently in most of our customers’ digital
transformation agendas.
The first principle would be – and no shock here -- focusing on
data and moving toward being a data-driven organization to gain
insights and intelligence. That leads to being able to act upon
those insights for differentiation and innovation.
It’s true to say that data is the currency of the digital economy.
Such a hyperfocus on data implies all sorts of things, not least of
all, making sure you’re trusted to handle that data securely, with
cybersecurity for all of the good things come that out of that data.
Another thing we’re seeing now as common in the
way people think about digital transformation is
that it’s a lot more about being at the edge. It’s
about using technology to create an exchange
value as they transact value from business-to-
business (B2B) or business-to-consumer (B2C)
activities in a variety of different environments.
Sometimes those environments can be digitized
themselves, the idea of physical digitization and
using technology to address people and personalities as well. So edge-centric thinking is
another common ingredient.
The third element that’s becoming increasingly common and which underpins digital ambition is
the need for greater agility in the way technology is brought into organizations and assembled to
build new digital products and experiences. That means shifting organizations rapidly into a
cloud-enabled future. Not just establishing the right cloud-use baseline, in terms of platforms
and services that IT run, but also increasingly bringing in the development community as well.
And that requires making sure that they’re all coordinated strategically to leverage the cloud in a
way that benefits the agility agenda of the organization.
These may not form an exact science, in terms of a standardized method or industry standard
benchmark, but we are seeing these common themes now iterate as customers go through
digital transformation.
Partridge
Digital transformation is about
using technology to create an
exchange value as they transact
value from business-to-business or
business-to-consumer activities in
a variety of different environments.

3. Page 3 of 17
Gardner: It certainly seems that if you want to scale digital transformation across organizations
that there needs to be consistency, structure, and common understanding. On the other hand, if
everyone does it the same way, you don’t necessarily generate differentiation.
How do you best attain a balance between standardization and innovation?
Partridge: It’s a really good question because there are components of what I just described
that can be much more standardized to deliver the desired outcomes from these three pillars. If
you look, for example, at cloud-use-enablement, increasingly there are ways to become highly
standardized and mobilized around a cloud agenda.
And that doesn’t vary much from industry to industry. Moving toward containerization, for
example, and leveraging microservices or developing with an open API mindset -- these
principles are pervasive in almost every industry. IT has to bring its legacy environment to play
in that discussion at high velocity and high agility. So there is standardized on that side of it.
The variation kicks in as you pivot toward the
edge and in thinking about how to create
differentiated digital products and services, as
well as how you generate new digital revenue
streams and how you use digital channels to
reach your customers, citizens, and partners.
That’s where we’re seeing a high degree of
variability. A lot of that is driven by the industry.
For example, if you’re in manufacturing you’re
probably looking at how technology can help
pinpoint pain or constraints in key performance indicators (KPIs), like overall equipment
effectiveness, and in addressing technology use across the manufacturing floor.
If you’re in retail, however, you might be looking at how digital channels can accelerate and
outpace the four-walled retail experiences that companies may have relied on pre-pandemic.
Gardner: Craig, before we drill down into the actual Moments, were there any visuals that you
wanted to share to help us appreciate the bigger picture of a digital transformation journey?
Partridge: Yes, let me share a couple of observations. As a team, we engage in thousands of
customer conversations around the world. And what we’re hearing is exactly what we saw from
a recent McKinsey report.
The variation kicks in as you pivot
toward the edge and in thinking
about how to create differentiated
digital products and services, as well
as how you generate new digital
revenue streams and how you use
digital channels to reach your
customers, citizens, and partners.

4. Page 4 of 17
There are number of reasons why seven out of 10 respondents in this particular survey say they
are stalled in attaining digital execution and gaining digital business value. Those are centered
around four key areas. First of all, communication. It sounds like such a simple problem
statement, but it is so hard to sometimes communicate what is a quite complex agenda in a way
that is simple enough for as many people as possible -- key stakeholders – to rally behind and
to make real inside the organization. Sometimes it’s a simple thing of, “How do I visualize and
communicate my digital vision?” If you can’t communicate really clearly, then you can’t build that
guiding coalition behind you to help execute.
A second barrier to progress centers on complexity, so having a lot of suspended, spinning
plates at the same time and trying to figure out what’s the relationship and dependencies
between all of the initiatives that are running. Can I de-duplicate or de-risk some of what I’m
doing to get that done quicker? That tends to be major barrier.
The third one you mentioned, Dana, which is, “Am I doing something different? Am I really trying
to unlock the business models and value that are uniquely mine? Am I changing or reshaping
my business and my market norms?” The differentiation challenge is really hard.
The fourth barrier is when you do have an idea or initiative agenda, then how to lay out the key
building blocks in a way that’s going to get results quickly. That’s a prioritization question.
Customers can get stuck in a paralysis-by-analysis mode. They’re not quite sure what to
establish first in order to make progress and get to that minimum valuable product as quickly as
possible. Those are the top four things we see.
To get over those things, you need a clear transformation strategy and clarity on what it is
you’re trying to do. As I always say before the digital transformation -- everything from edge,
business model, how to engage with customers and clients, and through to a technology-as-
assembly -- to deliver those experiences and differentiation you have to have a distinctive
DIGTIAL NEXT ADVISORY FROM HPE
Confidential 5
70%
“more than seven in ten
survey respondents say that
progress has slowed or
stalled at some point” ¹
DIGITAL
EXECUTION
Communication
Orchestration
Differentiation
Prioritization
Digital Next Advisory
A joint engagement framework to remove the four
common barriers to effective execution of your digital
journey
DIGITAL AMBITION
GROW
AMBTION
BUSINESS VALUE
1 McKinsey & Company – How to restart your stalled digital transformation - March 2020
n=1.256 C-level executives and senior managers from all regions and industries

5. Page 5 of 17
transformation strategy. It leads to an acceleration capability, getting beyond the barriers, and
planning the digital capabilities in the right sequence.
You asked, Dana, at the opening if there are emerging models to accomplish all of this. We
have established at HPE something called Digital Next Advisory. That’s our joined customer
engagement framework, through which we diagnose and pivot beyond the barriers that we
commonly see in the customer digital ambitions. So that’s a high-level view of where we see
things going, Dana.
Gardner: Why do you call your advisory service subsets “Moments,” and why have you ordered
them the way you did?
Moments create momentum for digital transformation
Partridge: We called them Moments because in our industry if you start calling things services
then people believe, “Oh, well, that sounds like just a workshop that I’ll pay for.” It doesn’t sound
very differentiated.
We also like the way it expresses co-innovation and co-engagement. A moment is something to
be experienced with someone else. So there are two sides to that equation.
In terms of how we sequence them, actually they’re not sequenced. And that’s key. One of the
things we do as a team across the world is to work out where the constraint points and barriers
are. So think of it as a methodology.
And as with any good methodology, there are a lot of tools in the toolkit. The key for us as
practitioners in the Digital Next Advisory service is to know what tool to bring at the right point to
the customer.
Sometimes that’s going to mean a
communication issue, so let’s go solve for that
particular problem first. Or, in some cases, it’s
needing a differentiated technology partner, like
HPE, to come in and create a vision, or a value
proposition, that’s going to be different and
unique. And so we would engage more specifically around that differentiation agenda.
There’s no sequencing; the sequencing is unique to each customer. And the right Moment is to
make sure that the customer understands it is bidirectional. This is a co-engagement framework
between two parties.
Gardner: All right, very good. Let’s welcome back Yara.
Schuetz: To reiterate what Craig mentioned, when we engage
with a customer in a complex phenomenon such as digital
transformation, it’s important to find common ground where we
can and then move forward in the digital transformation journey
specific to each of our customers.
In some cases, it’s needing a
differentiated technology partner,
like HPE, to come in and create a
vision, or a value proposition, that’s
going to be different and unique.
Schuetz

6. Page 6 of 17
Common core beliefs drive business outcomes
We have three core beliefs. One is being edge-centric. And on the edge-centric core belief we
believe that there are two business goals and business outcomes that our customers are trying
to achieve.
In the top left, we have the human edge-centric journey, which is all about redefining customer
experiences. In this journey, for example, the corporate initiative could mean the experiences of
two personas. It could be the customer or the employees.
These initiatives are designed to increase revenues and productivity via such digital
engagements as new services, such as mobile apps. And also to complement this human-to-
edge journey we have the physical journey, or the physical edge. To gain insight and control
means dealing with the physical edge. It’s about using, for example, Internet of things (IoT)
technology for the environment the organization works in, operates in, or provide services in. So
the business objective here in this journey consists of improving efficiency by means of digitizing
the edge.
Complementary to the edge-centric side, we also have the core belief that the enterprise of the
future will be cloud-enabled. By being cloud-enabled, we again separate the cloud-enabled
capabilities into two distinct journeys.
The bottom right-hand journey is about modernizing and optimization. In this journey, initiatives
address how IT can modernize its legacy environment with, for example, multi-cloud agility. It
also includes, for example, optimization and management of services delivery, where different
workloads should be best hosted. We’re talking about on-premises as well as different cloud
models to focus the IT journey. That also includes software development, especially
accelerating development.
CLOUD ENABLED
Cloud architectures and service delivery models are
reducing the risk, and accelerating the pace of
innovation
Physical edge: Digitizing the physical world for
greater insight and control
Human edge: Experience of technology to advance
how people live and work
KEY PILLARS OF THE DIGITAL ERA
Confidential 1
EDGE CENTRIC
WEF: “At the heart of the digital economy and society is the
explosion of insight, intelligence and information – data.
Data is the lifeblood of the digital economy.”*
DATA DRIVEN
Unlocking this potential will be led by mainstream
adoption of AI/ML, and an increasing focus on data
ethics
DIGITAL EDGE
Containerizatio
n
DevSecOps
Microservices
MVP
Agile
*https://www.weforum.org/reports/new-paradigm-for-business-
of-data

7. Page 7 of 17
This journey also involves the development improvement around personas. The aim is to speed
up time-to-value with cloud-native adoption. For example, calling out microservices or
containerization to shift innovation quickly over to the edge, using certain platforms, cloud
platforms, and APIs.
The third core belief that the enterprise of the future should strive for is the data-driven,
intelligence journey, which is all about analyzing and using data to create intelligence to
innovate and differentiate from competitors. As a result, they can better target, for example,
business analytics and insights using machine learning (ML) or artificial intelligence (AI). Those
initiatives generate or consume data from the other journeys.
And complementary to this aspect is bringing trust to all of the digital initiatives. It’s directly
linked to the intelligence journey because the data generated or consumed by the four journeys
needs to be dealt with in a connected organization with resiliency and cybersecurity playing
leading roles resulting in interest to internal as well as external stakeholders.
At the center is the operating model. And that journey really builds the center of the framework
because skills, metrics, practices, and governance models have to be reshaped, since they
dictate the outcomes of all digital transformation efforts.
So, the value chain in the heart of an
organization needs to evolve in order to
optimize existing offerings and to create new
digital ones. And as you’ve probably already
observed, by now, the four outside business
journeys, they overlap in the middle, which I’ve
just described as the intelligence operating
model and trust piece.
These components build the enabling considerations that one must consider when you’re
pursuing different business goals such as driving revenues, building productivity, or modernizing
existing environments via multi-cloud agility. To put that all in the context of what many
companies are really asking for right now is to put it in the context of everything-as-a-service.
Everything-as-a-service does not just belong to, for example, the cloud-enabled side. It’s not
only about how you’re consuming technology. It also applies to the edge side for our customers,
and in how they deliver, create, and monetize their services to their customers.
Gardner: Yara, please tell us how organizations are using all of this in practice. What are
people actually doing?
Communicate clearly with Activate
Schuetz: One of the core challenges we’ve experienced together with customers is that they
have trouble framing and communicating their transformation efforts in an easily understandable
way across their entire organizations. That’s not an easy task for them.
The value chain in the heart of an
organization needs to evolve in
order to optimize existing offerings
and to create new digital ones.

8. Page 8 of 17
Communication tension points tend to be, for example, how to really describe digital
transformation. Is there any definition that really suits my business? And how can I visualize,
easily communicate, and articulate that to my entire organization? How does what I’m trying to
do with technology make sense in a broader context within my company?
So within the Activate Moment, we familiarize them with the digital journey map. This captures
their digital ambition and communicates a clear transformation and execution strategy. The
digital journey map is used as a model throughout the conversations. This tends to improve how
an abstract and complex phenomenon like digital transformation can be delivered as something
visual and simple to communicate.
Besides simplification, the digital journey map in the Activate Moment also helps describe an
overview and gives a structure of various influencing categories and variables, as well as their
relationship with each other in the context of digital transformation. It provides our customers
guidance on certain considerations, and, of course, all the various possibilities of the application
of technology in their business.
For example, at the edge, when we bring the digital journey map into the customer conversation
in our Activate Moment, we don’t just talk about the edge generally. We refer to specific
customer needs and what their edge might be.
In the financial industry, for example, we talk about branch offices as their edge. In
manufacturing, we’re talking about production lines as their edges. If in retail, you have public
customers, we talk about the venues as the edge and how – in times like this and the new
normal – they can redefine experience and drive value there for their customers there.
Of course, this also serves as inspiration for internal stakeholders. They might say, “Okay, if I
link these initiatives, or if I’m talking about this topic in the intelligence space, [how does that
impact] the digitization of research and development? What does that mean in that context?
And what else do I need to consider?”
Such inspiration means they can tie all of that
together into a holistic and effective digital
transformation strategy. The Activate Moment
engages more innovation on the customer-
centric side, too, by bringing insights into the
different and various personas at a customer’s
edge. They can have different digital ambitions
and different digital aspirations that they want to prosper from and bring into the conversation.
Gardner: Thanks again, Yara. On the thinking around personas and the people, how does the
issue of defining a new digital corporate culture fit into the Activate Moment?
Schuetz: It fits in pretty well because we are addressing various personas with our Activate
Moment. For the chief digital officer (CDO), for example, the impact of the digital initiatives on
the digital backbone are really key. She might ask, “Okay, what data will be captured and
processed? And which insights will we drive? And how do we make these initiatives trusted?”
Gardner: We’re going to move on now to the next Moment, Align, and orchestrating initiatives
with Aviviere. Tell us more about the orchestrating initiatives and the Align Moment, please.
The Activate Moment engages more
innovation on the customer-centric
side, too, by bringing insights into
the different and various personas at
a customer’s edge.

9. Page 9 of 17
Align with the new normal and beyond
Telang: The Align Moment is designed to help organizations
orchestrate their broad catalog of digital transformation
initiatives. These are the core initiatives that drive the digital
agenda. Over the last few years, as we’ve engaged with
customers in various industries, we have found that one of the
most common challenges they encounter in this transformation
journey is a lack of coordination and alignment between their
most critical digital initiatives.
And, frankly, that slows their time-to-market and reduces the value realized from their
transformation efforts. Especially now, with the new normal that we find ourselves in,
organizations are rapidly scaling up and broadening out that their digital agenda.
As these organizations rapidly pivot to launching new digital experiences and business models,
they need to rapidly coordinate their transformation agenda against an ever-increasing set of
stakeholders -- who sometimes have competing priorities. These stakeholders can be the
various technology teams siting in an IT or digital office, or perhaps the business units
responsible for delivering these new experience models to market. Or they can be the internal
functions that support internal operations and supply chains of the organizations.
We have found that these groups are not always well-aligned to the digital agenda. They are not
operating as a well-oiled machine in their pursuit of that singular digital vision. In this new
Align Moment
COORDINATE THE DIGITAL AGENDA ACROSS ENTIRE ORGANIZATION
Confidential 13
Chief digital
officer
Visualize the critical
interdependencies
among digital initiatives
and identify
opportunities & blind
spots
Digital Initiative
Program Owner
Accelerate outcomes
by de-risking
execution paths and
rapidly aligning to
LoB
Chief information
officer
Elevate impact of IT.
Establish agile, cross-
functional workstreams
that accelerate digital
initiatives
Telang

10. Page 10 of 17
normal, speed is critical. Organizations have to get aligned to the conversation and execute on
all of the digital agenda quickly. That’s where the Align Moment comes in. It is designed to
generate deep insights that help organizations evaluate a catalog of digital initiatives across
organizational silos and to identify an execution strategy that speeds up their time-to-market.
So what does that actually look like? During the Align Moment, we bring together a diverse set
of stakeholders that own or contribute to the digital agenda. Some of the stakeholders may sit in
the business units, some may sit in internal functions, or maybe even on the digital office. But
we bring them together to jointly capture and evaluate the most critical initiatives that drive the
core of the digital agenda.
The objective is to jointly blend our own expertise and experience with that of our customers to
jointly investigate and uncover the prerequisites and interdependencies that so often exist
between these complex sets of enterprise-scale digital initiatives.
During the Align Moment, you might realize that the business units need to quickly recalibrate
their business processes in order to meet the data security requirements coming in from the
business unit or the digital team. For example, one of our customers found out during their own
Align Moment that before they got too far down the path of developing their next generation of
digital product, they needed to first build in data transparency and accessibility as a core design
principle in their global data hub.
The methodology in the Align Moment significantly
reduces execution risk as organizations embark on
their multi-year transformation agendas. Quite frankly,
these agendas are constantly evolving because the
speed of the market today is so fast.
Our goal here is to drive a faster time-to-value for the entire digital agenda by coordinating the
digital execution strategy across the organization. That’s what the Align Moment helps our
customers with. That value has been brought to different stakeholders that we’ve engaged with.
The Align Moment has brought tremendous value to the CDO, for example. The CDO now has
the ability to quickly make sense and -- even in some cases -- coordinate the complex web of
digital initiatives running across their organizations, regardless of which silos they may be
owned within. They can identify a path to execution that speeds up the realization of the entire
digital agenda. I think of it as giving the CDO a dashboard through which they can now see their
entire transformation on a singular framework.
We’ve also found that the Align Moment delivers a lot of value for digital initiative owners.
Because we jointly work across silos to de-risk, the execution pass implements that initiative
whether it’s a technology risk, process risk, or governance risk. That helps to highlight the
dependencies between these competing initiatives and competing priorities. And then,
sequencing the work streams and efforts minimizes the risk of delays or mismatched
deliverables, or mismatched outputs, between teams.
And then there is the chief information officer (CIO). This is a great tool for the CIO to take IT to
the next level. They can elevate the impact of IT in the business, and in the various functions in
the organization, by establishing agile, cross-functional work streams that can speed up the
execution of the digital initiatives.
The methodology in the Align
Moment significantly reduces
execution risk as organizations
embark on their multi-year
transformation agendas.

11. Page 11 of 17
That’s in a nutshell what the Align Moment is about, helping our customers rapidly generate
deep insights to help them orchestrate their digital agenda across silos, or break down silos,
with the goal to speed up execution of their agendas.
Advance to the next big thing
Gardner: We’re now moving on to our next Moment, around stimulating differentiation, among
other things. We now welcome back Christian to tell us about the Advance Moment.
Reichenbach: The train-of-thought here is that digital
transformation is not only to optimize businesses by using
technology. We also want to emphasize that technology is used
to transform businesses by leveraging digital technology.
That means that we are using technology to differentiate the
value propositions of our customers. And differentiation means,
for example, new experiences for the customers of our
customers, as well as new interactions with digital technology.
Further, it’s about establishing new digital business models,
gaining new revenue streams, and expanding the ecosystem in
a much broader sense. We want to leverage technology to
differentiate the value propositions of our
customers, and differentiation means you
can’t do whatever one is doing by just
copycatting, looking to your peers, and
replicating what others are doing. That will
not differentiate the value proposition.
Therefore, we specifically designed the Advance Moment where we co-innovate and co-ideate
together with our customers to find their next big thing and driving technology to a much more
differentiated value proposition.
Gardner: Christian, tell us more about the discreet steps that people need to do in order to get
through that stimulating of differentiation.
Reichenbach: Differentiation comes from having new ideas and doing something different than
in the past. That’s why we designed the Advance Moment to help our customers differentiate
their unique value proposition.
Reichenbach
Differentiation means you can’t do
whatever one is doing by just
copycatting, looking to your peers, and
replicating what others are doing. That
will not differentiate the value proposition.

12. Page 12 of 17
The Advance Moment is designed as a thinking exercise that we do together with our customers
across their diverse teams, meaning product owners, technology designers, engineers, and the
CDO. This is a diverse team thinking about a specific problem they want to solve, but they
shouldn’t think about it in isolation. They should think about what they do differently in the future
to establish new revenue streams with maybe a new digital ecosystem to generate the new
digital business models that we see all over the place in the annual reports from our customers.
Everyone is in the race to find the next big thing. We want to help them because we have the
technology capabilities and experience to explain and discuss with our customers what is
possible today with such leading technology as from HPE.
We can prove that we’ve done that. For example, we sit down with Continental, the second
largest automotive part supplier in the world, and ideate about how we can redefine the
experience of a driver who is driving along the road. We came up with a data exchange platform
that helps our co-manufacturers to exchange data between each other so that the driver who’s
sitting in the car gets new entertainment services that were not possible without a data
exchange platform.
Our ideation and our Advance Moment are focused on redefining the experience and
stimulating new ideas that are groundbreaking -- and are not just copycatting what their peers
are doing. And that, of course, will differentiate the value propositions from our customers in a
unique way so that they can create new experiences and ultimately new revenue streams.
We’re addressing particular personas within our customer’s organization. That’s because today
we see that the product owners in a company are powerful and are always asking themselves,
“How can I bring my product to the next level? How can I differentiate my product so that it is not
easily comparable with my peers?”
Advance Moment
DELIVER RESULTS ACROSS THE ENTIRE ORGANIZATION
Confidential 15
Chief digital
officer
Establish new digital
business models;
inspire and incubate
innovation.
Product
owner
Create a
differentiated value
proposition aimed at
future customers;
accelerate time to
value.
Chief information
officer
Integrate enterprise-
wide digital initiatives
into revenue-
generating solutions.

13. Page 13 of 17
And, of course, the CDO in the customer organizations are looking to orchestrate these
initiatives and support the product owners and engineers and build up the innovation engine
with the right initiatives and right ideas. And, of course, when we’re talking about digital
business transformation, we end up in the IT department because it has to operate somewhere.
So we bring in the experts from the IT department as well as the CIO to turn ideas quickly into
realization. And for turning ideas quickly into something meaningful for our customers is what
we designed the Accelerate Moment for.
Gardner: We will move on next to the Moment with Amos and learn about the Accelerate
Moment, of moving toward the larger digital transformation value.
Accelerate from ideas into value
Ferrari: When it comes to realizing digital transformation, let me ask you a question, Dana.
What do you think is the key problem our customers have?
Gardner: Probably finding ways to get started and then finding realization of value and benefits
so that they can prove their initiative is worthwhile.
Ferrari: Yes. Absolutely. It’s a problem of prioritization of
investment. They know that they need to invest, they need to do
something, and they ask, “Where should I invest first? Should I
invest in the big infrastructure first?”
But these decisions can slow things down. Yet time-to-market
and speed are the keys today. We all know that this is what is
driving the behavior of the people in their transformations. And
so the key thing is the Accelerate Moment. It’s the Moment
where we engage with our customers via workshops with them.
We enable them to extrapolate from their digital ambition and
identify what will enable them to move into the realization of their
digital transformation. “Where should I start? What is my
journey’s path? What is my path to value?” These are the main questions that the Accelerate
Moment answers.
Ferrari

14. Page 14 of 17
As you can see, this is a part of the entire HPE Digital Next Advisory services, and it’s enabling
the customer to move critically to the realization of benefits. In this engagement, you start with
the decision about the use cases and the technology. There are a number of key elements and
decisions that the customer is making. And this is where we’re helping them with the Accelerate
Moment.
To deliver an Accelerate Moment, we use a number of steps. First, we frame the initiative by
having a good discussion about their KPIs. How are you going to measure them? What are the
benefits? Because the business is what is thriving. We know that. And we understand how the
technology is the link to the business use case. So we frame the initiative and understand the
use cases and scope out the use cases that advance the key KPIs that are the essential
platform for the customer. That is a key step into the Moment.
Another important thing to understand is
that in a digital transformation, a customer
is not alone. No customer is really alone in
that. It’s not successful if they don’t think
holistically about their digital ecosystems. A
customer is successful when they think
about the complete ecosystem, including not only the key internal stakeholders but the other
stakeholders surrounding them. Together they can enable them to build a new digital value and
enable customer differentiation.
The next step is understanding the depth of technology across our digital journey map. And the
digital journey map helps customers to see beyond just one angle. They may have started only
from the IT point of view, or only from the developer point of view, or just the end user point of
view. The reality is that IT now is becoming the value creator. But to be the value creator, they
need to consider the entire technology of the entire company.
Accelerate Moment
ACCELERATE YOUR PATH TO VALUE
Confidential 17
Frame
digital initiative, and KPI
Explore digital Ecosystem
business scenario identify target use cases
Map technologies
Exploring from edge to
cloud
Identify
Initiative key building blocks
Define MVP
Scope initiative to initial
MVP
A customer is successful when they think
about the complete ecosystem, including
not only the key internal stakeholders but
the other stakeholders surrounding them.

15. Page 15 of 17
They need to consider edge-to-cloud, and data, as a full picture. This is where we can help
them through a discussion about seeing the full technology that supports the value. How can
you bring value to your full digital transformation?
The last step that we consider in the Accelerate Moment is to identify the elements surrounding
your digital transformation that are the key building blocks and that will enable you to execute
immediately. Those building blocks are key because they create what we call the minimal value
product.
They should build up a minimum value product and surround it with the execution to realize the
value immediately. They should do that without thinking, “Oh, maybe I need two or three years
before realize that value.” They need to change to asking, “How can I do that in a very short
time by creating something that is simple and straightforward to create by putting the key
building blocks in place.”
This shows how everything is linked and how we need to best link them together. How? We link
everything together with stories. And the stories are what help our key stakeholders realize what
they needed to create. The stories are about the different stakeholders and how the different
stakeholders see themselves in the future of digital transformation. This is the way we show
them how this is going to be realized.
The end result is that we will deliver a number of stories that are used to assemble the key
building blocks. We create a narrative to enable them to see how the applied technology
enables them to create value for their company and achieve the key growth. This is the
Accelerate Moment.
Gardner: Craig, as we’ve been discussing differentiation for your customers, what differentiates
HPE Pointnext Services? Why are these four Moments the best way to obtain digital
transformation?
Partridge: Differentiation is key for us, as
well as for our customers across a complex
and congested landscape of partners that
the customers can choose. Some of the
differentiations we’ve touched on here.
There is no one else in the market, as far as
I’m aware, that has the edge-to-cloud digital
journey map, which is HPE’s fundamental
model and allows us then to holistically
paint the story of not only digital transformation and digital ambition -- but also shows you how
to do that at the initiative level and to how plug in those building blocks.
I’m not saying that anybody with just the maturity of an edge-to-cloud model can bring digital
ambition to life, to visualize it through the Activate Moment, orchestrate it through the Align
Moment, create differentiation through the Advance Moment, and then get to quicker value with
the Accelerate Moment.
Gardner: Craig, for those organizations interested in learning more, how do they get started?
Where can they go for resources to gain the ability to innovate and be differentiated?
The edge-to-cloud digital journey map
is HPE’s fundamental model and allows
us then to holistically paint the story of
not only digital transformation and
digital ambition – but also shows you
how to do that at the initiative level and
how to plug in those building blocks.

16. Page 16 of 17
Partridge: If anybody viewing this has seen something that they want to grab on to, that they
think can accelerate their own digital ambition, then simply pick up the phone and call HPE and
your sales rep. We have sales organizations from dedicated enterprise managers at some of
that biggest customers around the world, on through to small- to medium-sized businesses with
our inside-sales organization. Call your HPE sales rep and say the magic words “I want to
engage with a digital adviser and I’m interested in Digital Next Advisory.” And that should be the
flag that triggers a conversation with one of our digital advisers around the world.
Finally, there’s an email address, digitaladviser@hpe.com. If worse comes to worst, throw an
email to that address and then we’d be able to get straight back to you. So, it should make it as
easy as possible and just reach out to HPE advisors in advance.
Gardner: I’m afraid we have to leave it there. We’ve been examining how to transform
organizations to effectively innovate for a new era a pervasive digital business. And we’ve
learned how HPE Pointnext Services advises organizations across the multi-step series of
Moments that guide organizations on and through their transformations.
Please join me in thanking our guests:
• Craig Partridge, Senior Director Worldwide, Digital Advisory and Transformation
Practice Lead, at HPE Pointnext Services;
• Yara Schuetz, Global Digital Advisor at HPE Pointnext Services;
• Aviviere Telang, Global Digital Advisor at HPE Pointnext Services;
• Christian Reichenbach, Global Digital Advisor at HPE Pointnext Services, and
• Amos Ferrari, Global Digital Advisor at HPE Pointnext Services.
Thank you all very much. And a big thank you as well to our audience for joining the sponsored
BriefingsDirect Voice of Innovation discussion. I’m Dana Gardner, Principal Analyst at Interarbor
Solutions, your host of this ongoing series on HPE-supported discussions.
Thanks again for listening, please pass this along to your IT community, and be sure to come
back next time.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Hewlett Packard
Enterprise.
Transcript of a discussion with HPE Pointnext Services experts as they detail a multi-step series of
“Moments” that guide organizations on their transformations. Copyright Interarbor Solutions, LLC, 2005-
2021. All rights reserved.
You may also be interested in:
• How to industrialize data science to attain mastery of repeatable intelligence delivery
• The journey to modern data management is paved with an inclusive edge-to-cloud Data Fabric
• The IT intelligence foundation for digital business transformation rests on HPE InfoSight AIOps
• Nimble Storage leverages big data and cloud to produce data performance optimization on the fly
• How Digital Transformation Navigates Disruption to Chart a Better Course to the New Normal

17. Page 17 of 17
• How REI used automation to cloudify infrastructure and rapidly adjust its digital pandemic
response
• How the right data and AI deliver insights and reassurance on the path to a new normal
• How IT modern operational services enables self-managing, self-healing, and self-optimizing
• How HPE Pointnext Services ushers businesses to the new normal via an inclusive nine-step
plan