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Digital Leaders Bootcamp Session 1


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Session 1 slides from our Digital Leaders 2-Day Bootcamp, January 2016. The next bootcamp is being held on 14th/15th June - details at

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Digital Leaders Bootcamp Session 1

  1. 1. ENERGISE2-0.COM Digital Leadership: Strategy and Management Dr Jim Hamill @DrJimHamill Vincent Hamill @VHSocialMedia
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  4. 4. Online Support Community
  5. 5. Programme Overview
  6. 6. Core Theme We live in an era of Digital Disruption and Digital Darwinism
  7. 7. Core Theme • The digital and social media revolutions are disrupting a wide range of industries, transforming existing ways of doing things and existing business models • Many organisations have become, or are in the process of becoming, ‘digital dinosaurs’ due to their inability to adapt • The changes seen already are nothing compared to what is coming over the next few years. Over 40% of jobs could be replaced by digital technology over the next two decades
  8. 8. Some Quotes • We are in the early stages of an era of great technological change. Digital innovations are remaking our industries, economy, and society just as steam, electricity, and internal combustion did before them MIT Technology Review, June, 2015 • Digital disruption has the potential to overturn incumbents and reshape markets faster than perhaps any force in history………. an average of roughly four of today’s top 10 incumbents (in terms of market share) in each industry will be displaced by digital disruption in the next five years. Despite these dire ramifications, only 25 percent describe their approach to digital disruption as proactive— willing to disrupt themselves in order to compete Digital Vortex: How Digital Disruption Is Redefining Industries (IMD/Cisco 2015)
  9. 9. Some Quotes • Digital disruptors are tearing up the rule books, and no industry is immune. In response, firms must take a different approach to digital strategy, embedding digital capabilities into the heart of their business, rather than treating digital touch-points as peripheral add-ons The Digital Maturity Model, Forrester Research (2014)
  10. 10. #adaptordie • As organisations, we need to transform digitally - using digital technologies to rethink and improve the way we do things in at least three main areas: – ‘Externally’ - sales, marketing, PR, customer engagement, customer service, customer analytics – ‘Internally’ - the way we communicate with colleagues and partners; our business processes and systems; becoming an agile, flexible, fast moving ‘social organisation’ – Digitally transform our core business models
  11. 11. The Reverse Strategy Framework 11
  12. 12. If we need to adapt or die, do we have the Digital Leaders to drive change?
  13. 13. The evidence would suggest not…… While there is a growing recognition of the need for digital change, a major digital skills shortage exists • Capgemini Consulting/MIT Center for Digital Business - missing digital skills were the key hurdle to digital transformation in 77% of the companies surveyed, (‘The Digital Talent Gap: Developing Skills for Today’s Digital Organizations, 2013’) • Forrester Research (2014) highlighted a ‘digital execution crisis’. Successful digital business transformation requires the full support of CEOs to drive investment priorities but few CEOs fully understand digital. ‘Many executives report that their firms are woefully unprepared to deal with the digital onslaught’ • Similar findings have been reported in other studies
  14. 14. Digital Leaders
  15. 15. Digital Leadership
  16. 16. As Individuals, We Need To Transform A new breed of senior executive is required
  17. 17. Digital Business Leaders • Combine high level business knowledge, experience and understanding with the ability to develop digital transformation strategies fully aligned with and supportive of agreed business goals and objectives • The confidence and personal skills to drive organisational change • Are you ready to become a Digital Business Leader?
  18. 18. Readings
  19. 19. Overview In one sentence …….. Staying relevant in a digital/social world
  20. 20. Organisation and People NOT Technology
  21. 21. Digital Natives By 2025, Digital Natives will account for 70% of the global workforce and they will be shooting dinosaurs 21
  22. 22. What is a magazine?
  23. 23. Agenda – Day 1 Time Topic/ Stop and Reflect Exercises 09.00 Digital Disruption: The digital and social media revolutions. Stop and Reflect Exercise 1: Digital Landscape Analysis. 10.30 Tea/Coffee 11.00 ‘External Digital’: Customer engagement; the new rules of sales, marketing and PR; social customer service; inbound/content marketing; big data and predictive analytics; real time engagement as the new marketing; tools and software. 12.30 Lunch 13.15 Stop and Reflect Exercise 2: The Customer Journey. Stop and Reflect Exercise 3: Audit your Customer Engagement Strategy. Stop and Reflect Exercise 4: Develop a Content Plan for your business. 14.45 Tea/Coffee 15.00 ‘Internal Digital’: processes, people, information, technology; building efficient, agile, flexible, data driven organisations; social business; ‘Enterprise Social’ software; analytics. 16.30 Close
  24. 24. Agenda – Day 2 Time Topic/ Stop and Reflect Exercises 09.00 Stop and Reflect Exercise 5: Internal Digital Audit/Benchmark Analysis. 10.30 Tea/Coffee 11.00 Digital Strategy Development: Digital business transformation; developing a digital vision and strategy; KPIs and targets. Stop and Reflect Exercise 6: Develop a Digital Transformation Strategy. 12.30 Lunch 13.15 Digital Strategy Implementation: key success factors; people, technology, organisation, culture, project management, overcoming resistance to change; the role and characteristics of a successful Digital Business Leader. Stop and Reflect Exercise 7: Develop an Implementation Plan. 14.45 Tea/Coffee 15.00 Measuring Digital Performance and Organisational Impact: the 6Is approach; performance KPIs and measurement tools Stop and Reflect Exercise 8: Digital Business Performance Measurement. 16.30 Close
  25. 25. Session 1 Digital Disruption
  26. 26. Digital Disruption • Disrupt or be disrupted • Why now? - the convergence of disruptive technologies • Three main impact areas – External digital – Internal digital – Business model • Will your industry/company be disrupted? How big will the impact be? • Examples • Stop and Reflect Exercise 1: Digital Landscape Analysis
  27. 27. Why now…..? The convergence of disruptive technologies
  28. 28. Convergence of Disruptive Technologies
  29. 29. Convergence of Disruptive Technologies Social Media + Mobile + The Cloud + Big Data + Gen C = The End of Business as Usual
  30. 30. The Connected Customer
  31. 31. Enterprise Social The Connected Customer is also the Connected Employee
  32. 32. Ain't seen nothing yet…….. 50bn to 70bn connected devices by 2020
  33. 33. Ain't seen nothing yet……… Rise of the robots/intelligent machines
  34. 34. Summary Table
  35. 35. FSB Digital Disruption Report
  36. 36. Stop and Reflect Exercise 1 Digital Landscape Analysis • Undertake a Digital Landscape Analysis for your organisation or organisation of your own choice • Summarise the main threats and opportunities
  37. 37. Supporting Videos - see online community
  38. 38. Implications and Examples
  39. 39. What do the following products and companies have in common?
  40. 40. In Common?
  41. 41. In Common?
  42. 42. Digital Dinosaurs All have become (or could become) Digital Dinosaurs due to their failure to adapt to Disruptive Technologies
  43. 43. What Does HMV Stand For?
  44. 44. (HMV) Hopelessly Misplaced Vision
  45. 45. Rearranging Deck Chairs
  46. 46. Who Will Be The Next Dinosaur?
  47. 47. Who Will Be Next?
  48. 48. MOOCs
  49. 49. The Future of Education
  50. 50. Spot the Dinosaur 
  51. 51. The Future of Higher Education
  52. 52. ‘Terminal Degrees’ – the Economist ‘If universities were to face the same conditions over the next 10 to 20 years that daily newspapers faced over the last 10 to 20, then revenues would fall by more than half, employment in the industry would drop by nearly 30% and more than 700 institutions would shut their doors.’ (Economist, 2014)
  53. 53. No organisation too big to fail, nor too small to succeed
  54. 54. We live in an era of Digital Darwinism
  55. 55. Digital Darwinism A further 70% on current list will fail within the next decade
  56. 56. Do we need to adapt or die? Few industries are immune from the threat of digital disruption
  57. 57. Business Model Innovation
  58. 58. More Examples • Tourism and hospitality – digital has revolutionised the customer journey – Dreaming, Planning, Booking, Experiencing, Sharing; also impact of the collaborative economy Airbnb • Retailing - ‘showrooming’ • Business Services – impact of Free Agent on bookkeeping/ accountancy profession; Hourly Nerd • Construction – Win Sun recently produced 10 basic houses in a day, at an average cost of less than £3,000, using a giant 3D printer and “ink" made from recycled waste • Agriculture – Field Scripts, a Big Data and predictive analytics development based on a database of 50 billion soil observations and 10 trillion weather-simulation points. • Taxis – Uberfy or be Uberfied
  59. 59. Disruption How many industries has this company/product disrupted?
  60. 60. Employment Impact
  61. 61. Rise of the Robots
  62. 62. Will you be disrupted?
  63. 63. Should you transform ?
  64. 64. Most affected……….
  65. 65. No industry is immune….
  66. 66. The robots are coming
  67. 67. Will your industry/company be disrupted? Deloitte Australia, ‘Short fuse, big bang’
  68. 68. Will your industry be disrupted?
  69. 69. Industry Disruption Potential  Short fuse, big bang: Industries with less than three years to adapt and transform themselves or face watching up to 50% of their business perish - finance, retail, professional services, arts and recreation, real estate and media, information and communication technology  Short fuse, small bang: Industries with a lot less to lose in the way of digital disruption, but there is still a limited window in which they can act to mitigate potential damage - construction, wholesale trade and the hospitality industry
  70. 70. Industry Disruption Potential  Long fuse, big bang: Industries that will experience profound change, losing a lot if they don’t metamorphosis. Over time, we will see each area being delivered in fundamentally different ways - transport, government, education and health  Long fuse, small bang: The final category includes manufacturing and mining, which Deloitte says have the least potential for digital technologies
  71. 71. The Digital Vortex Four out of ten industry incumbents will be disrupted within the next five years
  72. 72. The Digital Vortex
  73. 73. Currently Reading
  74. 74. Digital Leadership Challenge
  75. 75. Towards the future….
  76. 76. Bob Dylan (Mashed Up ) Come gather 'round people Wherever you roam And don’t criticise What you can't understand Your sons and your daughters Are beyond your command Your old road is Rapidly agin‘ Then you better start swimmin’ Or you'll sink like a stone For the times they are a-changin’