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BECAUSE 
WE’RE WORTH 
IT 
Showing the value you bring to your 
organisation.
ARE YOU WORTH 
WHAT YOUR 
COMPANY PAYS 
YOU?
HOW WOULD YOU 
PROVE IT? 
You may have to… 
IT spend is at its lowest in 20 years (HBR)
BUDGET 
OWNERS 
ARE 
HAUNTED BY 
EARLIER 
FAILURES 
Enterprise 
social 
network 
Service 
Oriented 
Architecture 
Augmente...
WHY 
SHOULD 
THEY GIVE 
YOU THEIR 
CASH?
“Repeating the same mistake is 
the definition of insanity.” 
“Don’t throw good money after 
bad.” 
BUDGET 
OWNERS 
WILL T...
1. Show the value that my project 
will bring? 
2. Get funding for innovative work? 
3. Improve decision-making during 
th...
DIGITAL CAN BE CONFUSING 
Is digital a: 
• Marketing channel? 
• Technology function? 
• Revenue stream? 
DON’T YOU 
DESIG...
DO WE EVEN 
UNDERSTAND 
EACH OTHER? 
Engagement 
Big Data 
JSON 
ROI 
Capex 
SEO
DOES ANYONE 
AGREE ON WHAT 
AGILE MEANS?
COMMON 
PRIORITIES 
REQUIRE A 
COMMON 
LANGUAGE 
What’s 
broken? 
How do 
we fix it? 
When do 
we need it?
WHY? 
BEFORE 
ASKING 
WHAT, HOW 
OR WHEN, 
ASK:
IT MAY 
SEEM 
OBVIOUS… 
The system 
is rubbish! 
The 
technology is 
10 years old. 
Our 
competitors 
use that 
software.
• What are the limitations? 
• Who do these affect? How? 
• What could we do that we 
can’t do already? 
• Is it really th...
YOU CAN’T 
ANSWER 
WHY ON 
YOUR OWN
YOU’LL NEED 
THREE TYPES OF 
STAKEHOLDER.
BUDGET HOLDER 
WHO’LL PAY THE 
MONEY AND 
EXPECT TO SEE 
A RETURN. 
AKA THE 
PROJECT 
SPONSOR.
SERVICE PROVIDER 
WHO’LL NEED TO 
SUPPORT YOUR 
INITIATIVE. 
AKA THE SENIOR 
SUPPLIER.
TARGET GROUP 
WHO’LL NEED TO 
ADOPT YOUR 
NEW SYSTEM. 
AKA THE SENIOR 
USER.
COUNT YOUR PIGS NOT YOUR CHICKENS. 
YOU’LL NEED 
STAKEHOLDERS 
WHO ARE FULLY 
COMMITTED. 
You’re involved, 
but I’m fully ...
But you need to point 
them in the right 
direction. 
PRIMARY 
STAKEHOLDERS 
WILL TELL YOU 
WHAT REALLY 
MATTERS.
FUNDAMENTALS 
WHAT DOES 
YOUR 
ORGANISATION 
DO? 
PROFIT!
SHOW ME THE MONEY 
TOP LINE 
REVENUE 
• Sell more of your products. 
• Increase your range of 
services. 
• Challenge in n...
SHOW ME THE MONEY 
THE BOTTOM 
LINE 
• Reduce costs. 
• Speed up time to market. 
• Mitigate risk. 
Seek out operational 
...
EVERY ANALYST NEEDS A 2X2 GRID 
<100% SYSTEM-ATTRIBUTABLE 
100% SYSTEM-ATTRIBUTABLE 
Measurable benefits 
directly attribu...
WHEN YOU CAN’T MEASURE BENEFITS 
KEY 
PERFORMANCE 
INDICATORS 
SHOW IF YOU’RE 
ON TRACK. 
• Adoption rates (number & 
freq...
DON’T CONFUSE MEASUREMENT 
WITH BENEFITS 
Zach Weiner: www.smbc-comics.com 
/index.php?db=comics&id=3465
DON’T CONFUSE MEASUREMENT 
WITH BENEFITS
DON’T CONFUSE MEASUREMENT 
WITH BENEFITS
GO-LIVE ISN’T YOUR 
FINAL MILESTONE 
BENEFITS ARE 
REALISED AFTER 
YOUR PROJECT HAS 
BEEN DELIVERED.
BENEFITS NEED TO BE REALISED 
TIME IS NOT 
MONEY 
If a manager of 10 people 
tells you a new system will 
save 10% of thei...
PAYBACK 
HIGHER UPFRONT 
COSTS WILL TAKE 
LONGER TO BE PAID 
BACK.
WHY SOFTWARE AS A SERVICE 
OFFERS BETTER VALUE 
e.g. NEW 
SOFTWARE 
BRINGS YOU 
€10K A MONTH 
EXTRA 
REVENUE. 
If a suppli...
WHAT’S MY TOTAL INVESTMENT? 
Year 1 Year 2 Year 3 Total 
Capital costs: €75,000 €75,000 
Operating costs: €25,000 €25,000 ...
WHAT’S MY TOTAL RETURN? 
Year 1 Year 2 Year 3 Total 
Increased revenue €0 €50,000 €75,000 €125,000 
Decreased costs €0 €60...
WHEN’S MY PAYBACK? 
Year 1 Year 2 Year 3 Total 
Total costs: -€100,000 -€25,000 -€15,000 -€140,000 
Total benefits: €0 €12...
RETURN ON INVESTMENT 
(TOTAL BENEFIT) – (TOTAL COST) 
ROI = 
TOTAL COST 
e.g. 
€275,000 - €140,000 
= 96% ROI 
€140,000
RETURN ON INVESTMENT 
• ALWAYS 
MEASURABLE 
• ALWAYS 
FINANCIAL 
• ALWAYS 
ACHIEVABLE 
Anything else simply isn’t 
ROI.
ESTABLISHED ROI SUITS 
ESTABLISHED BUSINESS MODELS 
• KNOWN 
PROCESSES 
• KNOWN DATA 
• KNOWN 
CUSTOMERS
BUT WHAT IF YOU’RE TRYING 
SOMETHING NEW? 
NO STAKEHOLDERS + 
NO MEASURABLE 
BENEFITS = NO 
BUSINESS CASE
WE NEED TO ENTER STARTUP MODE
LEAN STARTUP 
ERIC RIES Established business models 
are incompatible with the 
startup approach. 
… but we’re not looking...
DISRUPTIVE INNOVATION 
CLAYTON 
CHRISTENSEN 
Business need to create 
“disruptive behaviour” or be 
overtaken by their 
co...
BUSINESS IS BECOMING LESS STABLE 
By 2016, 70% of successful 
digital business models will 
rely on deliberately unstable ...
INNOVATE TO SURVIVE 
If start-ups can innovate and 
you can’t, what will happen 
your organisation? 
What will happen to y...
VALUE PROPOSITION 
WHAT 
PROBLEM CAN 
WE SOLVE? 
WHO WILL 
NEED OUR 
SOLUTION?
HYPOTHESIS 
+ DATA = 
INSIGHT
AN UNINFORMED IDEA IS FANTASY
DATA WITHOUT IDEAS IS MEANINGLESS
VALIDATED LEARNING 
BUILD 
Release 
LEARN MEASURE 
Review 
Revise
WE KNOW HOW TO DO THIS 
DIGITAL IS 
BASED ON 
ITERATION 
• Scrum tests development 
iterations. 
• User experience design ...
INNOVATION ISN’T A TEAM 
GOOD IDEAS 
AREN’T CUT 
OFF FROM THE 
REST OF THE 
WORLD
WE WANT TO 
MAKE THE 
SMALLEST 
POSSIBLE 
INVESTMENT 
TO TEST 
VIABILITY
BUSINESS MODEL CANVASS 
STEVE BLANK 
BUSINESS 
MODEL 
GENERATION
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
CHANNELS 
 ...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
 For whom a...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
 What kind of relationship ...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
 Through which channels wil...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
 Who are ou...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
CHANNELS 
 ...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
 Which reso...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
CHANNELS 
 ...
KEY PARTNERS KEY ACTIVITIES VALUE 
PROPOSITIONS 
CUSTOMER 
RELATIONSHIPS 
CUSTOMER 
SEGMENTS 
KEY 
RESOURCES 
CHANNELS 
CO...
IMPLEMENTING LEAN START-UP 
• Try out the Lean Launchpad: steveblank.com 
• Read Eric Ries: how to grow your idea and how ...
KEY DIFFERENCES BETWEEN 
TRADITIONAL & STARTUP 
TRADITIONAL 
• There’s a problem to solve. 
• If we don’t do this work, 
w...
KEY SIMILARITIES BETWEEN 
TRADITIONAL & STARTUP 
• Ideas can’t be gathered in isolation; you need stakeholders. 
• Focus o...
HOW ELSE 
CAN WE USE 
THIS DATA?
WE KNOW 
WHERE THE 
VALUE IS
EMPHASISE CALLS TO ACTION 
Low value High value 
Low value 
High value 
Where do we save the most 
money by doing this onl...
UNDERLINE THE IMPORTANCE OF 
USER EXPERIENCE 
• Benefits can only be 
maximised by maximum 
adoption. 
• Early adoption le...
DEVELOP YOUR BRAND’S ROI 
• Setting and meeting 
customer expectations. 
• Reducing cost of sale to 
existing customers. 
...
PAY AS YOU USE, NOT UPFRONT 
• Software as a Service (SaaS). 
• Browser-based applications 
over client installs. 
• Only ...
RELEASE LITTLE AND OFTEN 
• Frequent releases provide 
earlier ROI. 
• You can measure impact 
earlier. 
• You can change ...
DIGITAL IS CORE TO THE BUSINESS 
Is digital a: 
• Marketing channel? 
• Technology function? 
• Revenue stream? 
IT’S NOT ...
DIGITAL IS AN ENABLER FOR CHANGE 
NO ONE ELSE 
CAN DO THIS 
• Keep pace with emergent 
competitors. 
• Determine viability...
WE ALL WANT TO BE 
PART OF THE NEXT 
BIG THING. 
Internet 
of Things 
Sharing 
economy 
Wearable 
technology 
Virtual 
per...
BUT LOSING MONEY 
ISN’T CUTTING EDGE. 
LET’S SHOW WE CAN MAKE 
ROBUST DECISIONS.
CAN YOU PROVE YOUR WORTH? 
1. BUILD CONFIDENCE BY DEMONSTRATING 
MEASURABLE, FINANCIAL AND ACHIEVABLE 
BENEFITS. 
2. PROPO...
DIGITAL IS WHY 
WE’RE SUCCESSFUL. 
I AM DIGITAL.
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
Showing the value you bring to your company
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Showing the value you bring to your company

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Showing the value you bring to your company

  1. 1. BECAUSE WE’RE WORTH IT Showing the value you bring to your organisation.
  2. 2. ARE YOU WORTH WHAT YOUR COMPANY PAYS YOU?
  3. 3. HOW WOULD YOU PROVE IT? You may have to… IT spend is at its lowest in 20 years (HBR)
  4. 4. BUDGET OWNERS ARE HAUNTED BY EARLIER FAILURES Enterprise social network Service Oriented Architecture Augmented reality Gamification
  5. 5. WHY SHOULD THEY GIVE YOU THEIR CASH?
  6. 6. “Repeating the same mistake is the definition of insanity.” “Don’t throw good money after bad.” BUDGET OWNERS WILL TELL YOU:
  7. 7. 1. Show the value that my project will bring? 2. Get funding for innovative work? 3. Improve decision-making during the project? FACED WITH SCEPTICISM AND REDUCED SPENDING, HOW DO I:
  8. 8. DIGITAL CAN BE CONFUSING Is digital a: • Marketing channel? • Technology function? • Revenue stream? DON’T YOU DESIGN THE WEBSITE?
  9. 9. DO WE EVEN UNDERSTAND EACH OTHER? Engagement Big Data JSON ROI Capex SEO
  10. 10. DOES ANYONE AGREE ON WHAT AGILE MEANS?
  11. 11. COMMON PRIORITIES REQUIRE A COMMON LANGUAGE What’s broken? How do we fix it? When do we need it?
  12. 12. WHY? BEFORE ASKING WHAT, HOW OR WHEN, ASK:
  13. 13. IT MAY SEEM OBVIOUS… The system is rubbish! The technology is 10 years old. Our competitors use that software.
  14. 14. • What are the limitations? • Who do these affect? How? • What could we do that we can’t do already? • Is it really the software that enables this, or the people? • What’s stopping us living with old technology? DIG A LITTLE DEEPER…
  15. 15. YOU CAN’T ANSWER WHY ON YOUR OWN
  16. 16. YOU’LL NEED THREE TYPES OF STAKEHOLDER.
  17. 17. BUDGET HOLDER WHO’LL PAY THE MONEY AND EXPECT TO SEE A RETURN. AKA THE PROJECT SPONSOR.
  18. 18. SERVICE PROVIDER WHO’LL NEED TO SUPPORT YOUR INITIATIVE. AKA THE SENIOR SUPPLIER.
  19. 19. TARGET GROUP WHO’LL NEED TO ADOPT YOUR NEW SYSTEM. AKA THE SENIOR USER.
  20. 20. COUNT YOUR PIGS NOT YOUR CHICKENS. YOU’LL NEED STAKEHOLDERS WHO ARE FULLY COMMITTED. You’re involved, but I’m fully committed. Let’s open a shop called Bacon & Eggs!
  21. 21. But you need to point them in the right direction. PRIMARY STAKEHOLDERS WILL TELL YOU WHAT REALLY MATTERS.
  22. 22. FUNDAMENTALS WHAT DOES YOUR ORGANISATION DO? PROFIT!
  23. 23. SHOW ME THE MONEY TOP LINE REVENUE • Sell more of your products. • Increase your range of services. • Challenge in new markets. • Make your product more accessible.
  24. 24. SHOW ME THE MONEY THE BOTTOM LINE • Reduce costs. • Speed up time to market. • Mitigate risk. Seek out operational productivity rather than operational efficiency.
  25. 25. EVERY ANALYST NEEDS A 2X2 GRID <100% SYSTEM-ATTRIBUTABLE 100% SYSTEM-ATTRIBUTABLE Measurable benefits directly attributable to your work. e.g. reduced software licence costs. Measurable benefits your work supports. e.g. increased sales to existing customers post introduction of CRM. Non-measurable benefits your work supports. e.g. reduced staff “churn” post new HR system. Non-measurable benefits your work creates. e.g. consistent product information in single catalogue. MEASURABLE FINANCIAL VALUE NON-MEASURABLE FINANCIAL VALUE
  26. 26. WHEN YOU CAN’T MEASURE BENEFITS KEY PERFORMANCE INDICATORS SHOW IF YOU’RE ON TRACK. • Adoption rates (number & frequency of users). • Surveys (satisfaction). • Compare with baselines (improvement vs. problems with original system). • Use interim deliverables (requirements met).
  27. 27. DON’T CONFUSE MEASUREMENT WITH BENEFITS Zach Weiner: www.smbc-comics.com /index.php?db=comics&id=3465
  28. 28. DON’T CONFUSE MEASUREMENT WITH BENEFITS
  29. 29. DON’T CONFUSE MEASUREMENT WITH BENEFITS
  30. 30. GO-LIVE ISN’T YOUR FINAL MILESTONE BENEFITS ARE REALISED AFTER YOUR PROJECT HAS BEEN DELIVERED.
  31. 31. BENEFITS NEED TO BE REALISED TIME IS NOT MONEY If a manager of 10 people tells you a new system will save 10% of their time, ask which one will be fired. Digital isn’t about efficiency, it’s about productivity. What will each person do with half a day extra a week?
  32. 32. PAYBACK HIGHER UPFRONT COSTS WILL TAKE LONGER TO BE PAID BACK.
  33. 33. WHY SOFTWARE AS A SERVICE OFFERS BETTER VALUE e.g. NEW SOFTWARE BRINGS YOU €10K A MONTH EXTRA REVENUE. If a supplier charges you €60k for upfront software licences, it will take 6 months to break even. If a supplier charges you €5k a month, you’ll make money in your first month.
  34. 34. WHAT’S MY TOTAL INVESTMENT? Year 1 Year 2 Year 3 Total Capital costs: €75,000 €75,000 Operating costs: €25,000 €25,000 €15,000 €65,000 Total costs: €100,000 €25,000 €15,000 €140,000 Continuing costs: internal staff, consultancy, maintenance, training Upfront costs: e.g. licences, hardware Total investment
  35. 35. WHAT’S MY TOTAL RETURN? Year 1 Year 2 Year 3 Total Increased revenue €0 €50,000 €75,000 €125,000 Decreased costs €0 €60,000 €60,000 €120,000 Reduced cost of risk €0 €15,000 €15,000 €30,000 Total benefits: €0 €125,000 €150,000 €275,000 Total return
  36. 36. WHEN’S MY PAYBACK? Year 1 Year 2 Year 3 Total Total costs: -€100,000 -€25,000 -€15,000 -€140,000 Total benefits: €0 €125,000 €150,000 €275,000 Annual total: -€100,000 €100,000 €135,000 €135,000 Running total: -€100,000 €0 €135,000 €135,000 Breakeven (payback) after 2 years Net Present Value
  37. 37. RETURN ON INVESTMENT (TOTAL BENEFIT) – (TOTAL COST) ROI = TOTAL COST e.g. €275,000 - €140,000 = 96% ROI €140,000
  38. 38. RETURN ON INVESTMENT • ALWAYS MEASURABLE • ALWAYS FINANCIAL • ALWAYS ACHIEVABLE Anything else simply isn’t ROI.
  39. 39. ESTABLISHED ROI SUITS ESTABLISHED BUSINESS MODELS • KNOWN PROCESSES • KNOWN DATA • KNOWN CUSTOMERS
  40. 40. BUT WHAT IF YOU’RE TRYING SOMETHING NEW? NO STAKEHOLDERS + NO MEASURABLE BENEFITS = NO BUSINESS CASE
  41. 41. WE NEED TO ENTER STARTUP MODE
  42. 42. LEAN STARTUP ERIC RIES Established business models are incompatible with the startup approach. … but we’re not looking for established business models.
  43. 43. DISRUPTIVE INNOVATION CLAYTON CHRISTENSEN Business need to create “disruptive behaviour” or be overtaken by their competitors. … established business models won’t work forever.
  44. 44. BUSINESS IS BECOMING LESS STABLE By 2016, 70% of successful digital business models will rely on deliberately unstable processes. (Gartner)
  45. 45. INNOVATE TO SURVIVE If start-ups can innovate and you can’t, what will happen your organisation? What will happen to you?
  46. 46. VALUE PROPOSITION WHAT PROBLEM CAN WE SOLVE? WHO WILL NEED OUR SOLUTION?
  47. 47. HYPOTHESIS + DATA = INSIGHT
  48. 48. AN UNINFORMED IDEA IS FANTASY
  49. 49. DATA WITHOUT IDEAS IS MEANINGLESS
  50. 50. VALIDATED LEARNING BUILD Release LEARN MEASURE Review Revise
  51. 51. WE KNOW HOW TO DO THIS DIGITAL IS BASED ON ITERATION • Scrum tests development iterations. • User experience design tests variations. • Lean startup tests business models.
  52. 52. INNOVATION ISN’T A TEAM GOOD IDEAS AREN’T CUT OFF FROM THE REST OF THE WORLD
  53. 53. WE WANT TO MAKE THE SMALLEST POSSIBLE INVESTMENT TO TEST VIABILITY
  54. 54. BUSINESS MODEL CANVASS STEVE BLANK BUSINESS MODEL GENERATION
  55. 55. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES CHANNELS  What value do we deliver to customers?  Which of their problems are we solving?  What products & services are we offering?  Which customer needs are we satisfying? COST STRUCTURE REVENUE STREAMS
  56. 56. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES  For whom are we creating value?  Who are our most important CHANNELS customers? COST STRUCTURE REVENUE STREAMS
  57. 57. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS  What kind of relationship do we have KEY with our customers? RESOURCES CHANNELS  Which are established and which do we need to create? COST STRUCTURE REVENUE STREAMS
  58. 58. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS  Through which channels will we reach our customers? KEY  How is RESOURCES that different from what CHANNELS we're doing already?  Which are most cost-efficient? COST STRUCTURE REVENUE STREAMS
  59. 59. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES  Who are our key partners and suppliers?  What are we using them CHANNELS for? COST STRUCTURE REVENUE STREAMS
  60. 60. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES CHANNELS  Which activities does our value proposition require?  How do we create the right distribution channels, customer relationships and revenue streams? COST STRUCTURE REVENUE STREAMS
  61. 61. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES  Which resources CHANNELS will our value proposition require?  Which resources are needed to support our activities? COST STRUCTURE REVENUE STREAMS
  62. 62. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES CHANNELS  Which are the most significant costs to this business model? COST STRUCTURE REVENUE STREAMS  Which resources and activities are most expensive?
  63. 63. KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS  What are our customers willing to pay?  How would they prefer to pay?  How do these differ from what they do already?
  64. 64. IMPLEMENTING LEAN START-UP • Try out the Lean Launchpad: steveblank.com • Read Eric Ries: how to grow your idea and how to pivot when it’s not working. • Invest the absolute minimum in your idea to see how well it will work.
  65. 65. KEY DIFFERENCES BETWEEN TRADITIONAL & STARTUP TRADITIONAL • There’s a problem to solve. • If we don’t do this work, we’re creating a problem. • We’ve some data to work with. STARTUP • Let’s find a problem to solve. • If we do this work, we’re creating an opportunity. • We need to gather some data.
  66. 66. KEY SIMILARITIES BETWEEN TRADITIONAL & STARTUP • Ideas can’t be gathered in isolation; you need stakeholders. • Focus on the customer. • Seek out revenue-led and productivity benefits. • Benefits need to be financial. • Decisions are based on data.
  67. 67. HOW ELSE CAN WE USE THIS DATA?
  68. 68. WE KNOW WHERE THE VALUE IS
  69. 69. EMPHASISE CALLS TO ACTION Low value High value Low value High value Where do we save the most money by doing this online rather than face-to-face?
  70. 70. UNDERLINE THE IMPORTANCE OF USER EXPERIENCE • Benefits can only be maximised by maximum adoption. • Early adoption leads to better ROI. • User experience testing directly improves ROI.
  71. 71. DEVELOP YOUR BRAND’S ROI • Setting and meeting customer expectations. • Reducing cost of sale to existing customers. • Improving market penetration of new products under same brand.
  72. 72. PAY AS YOU USE, NOT UPFRONT • Software as a Service (SaaS). • Browser-based applications over client installs. • Only future-proof where you know what the future holds.
  73. 73. RELEASE LITTLE AND OFTEN • Frequent releases provide earlier ROI. • You can measure impact earlier. • You can change your mind if things aren’t working.
  74. 74. DIGITAL IS CORE TO THE BUSINESS Is digital a: • Marketing channel? • Technology function? • Revenue stream? IT’S NOT ABOUT WEBSITES
  75. 75. DIGITAL IS AN ENABLER FOR CHANGE NO ONE ELSE CAN DO THIS • Keep pace with emergent competitors. • Determine viability of new models quicker than ever before. • Reach an exponentially larger market than through any other channel.
  76. 76. WE ALL WANT TO BE PART OF THE NEXT BIG THING. Internet of Things Sharing economy Wearable technology Virtual personal 3D bio- assistants printing
  77. 77. BUT LOSING MONEY ISN’T CUTTING EDGE. LET’S SHOW WE CAN MAKE ROBUST DECISIONS.
  78. 78. CAN YOU PROVE YOUR WORTH? 1. BUILD CONFIDENCE BY DEMONSTRATING MEASURABLE, FINANCIAL AND ACHIEVABLE BENEFITS. 2. PROPOSE IDEAS, USE DATA TO TEST THEIR VALUE. 3. USE VALUE-BASED METRICS TO IMPROVE DECISIONS.
  79. 79. DIGITAL IS WHY WE’RE SUCCESSFUL. I AM DIGITAL.

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