Digital Engagement = Digital Transformation + Customer Engagement. in most digital projects we tend to forget what matters most and that digital is a means to create better customer experiences. Digital Engagement helps organizations align their transformational compass.

1. JAY RAMSANJHAL | CHAIRMAN DYNAMICSHUB | 09.11.2016 | BUSSUM | NETHERLANDS

2. Welcome to the Digital Engagement Journey. Today I am going to talk
about the way that aligning business and technology can help in creating
better customer experiences.

4. All the new technological and business developments are sometimes hard to
grasp. We can’t even control or master the one thing, or the other(s) are
already knocking on the door. Not always easy to admit that it’s difficult to
really be in the driver’s seat coping with all the challenges on our path.
Sometimes it feels like living in the age of confusion, but some have shed
light on the shades of fuzziness…

6. In whatever age we ought to live in, this cacophony of words, made me
wonder more… In which it brought me back to remembering the words of
one of the most illustrious management thinkers of our time. His views are
crystal clear.

9. We are living in an age where technology is an important driver. Whether it
is the Microsoft Hololens, the upswing of Internet of Things, Machine
learning, 3D printing (predictive) analytics or simply creating incredible
machines… We are living in exciting times where there is a profound impact
on the way we live, work and learn.

12. We should most definitely embrace technology in creating better
experiences, a higher quality of live and building a sustainable digital
economy. Yet, where do we start? Which way should we take?

14. Having these questions on my mind for a long time now, I decided to
consult my BFF; Google. In the next slide we will find what’s on our business
mind most of the time.

15. 15 24 49 41 9 17 52 8 80

16. Disruption and Customer Engagement are hot! It’s all for that single
purpose, although some of us might deny it…

18. Like every love story there is some drama to it, actually a whole lot. The
journey is…

20. Change is the only constant and sometimes its adventurous nature brings
us new experiences, but also challenges. It demands us to leave old habits
and adapt. However, sometimes it feels like an insurmountable gap to
bridge. Aligning old school mindsets and adopting new technology…

22. To bridge this gap it requires a new mindset to synergize (i.e. two heads are
better than one) old and new, vision and leadership, business and
technology, people and culture. Let me show you the new school approach…

24. The new route is… Digital Engagement, creating a seamless bond between
Digital Transformation and Customer Engagement in order to create
amazing customer experiences by effectively utilizing technology and make
your customers fall and stay in love with your brand. If Digital Engagement
were human it would consist of…

26. While this may sound great and all, but we still have to overcome challenges
of today and our reality looks very different from our ambitions.

30. 







32. It all starts with a compelling dream. A dream that defines our reason for
being and existence. It is our North star.
Organizations that are not successful in aligning business and technology or
not being successful at their transformations, have their transformational
compass disaligned. This means that without moving towards the right
direction, progress will slow down.

33. 33

34. Digital Engagement helps organizations to align their transformational
compass towards true North. It also helps creating a universal shared
purpose for everyone in the organization.

35. STARTS AT
TRUE
TRANSFORMATION

36. The reality is that most transformation projects are prone to failure because there is a
disalignment between business and IT, vision and leadership, people and culture, and most
important of all, a lack of shared purpose and knowing why we do what we do. The
organizational transformation compass is not set out to true North, resulting in projects that
never reach the goal that intrinsically needed to be realized.
This dream or vision, is our beacon, our lighthouse, that reminds us why we do what we
do, even as we may astray on our destined path or journey.

38. Setting out a compelling dream and vision doesn’t however mean to
recklessly tell fairytales and stories to the outer world and your customers,
and most important of all, stop believing your own tales.
Your organization should define the core driver that separates you from the
rest. This is the ultimate truth that your reason of existence is based on.
Ask yourself: How many people on your IT-projects really know what the
ultimate purpose for this project is?

41. Your dream is enforced by a B.H.A.G. (Big Hairy Audacious Goal). A B.H.A.G.
is a long-term goal that changes the very nature of a business' existence
(Collins and Porras 2009)
Creating a B.H.A.G. helps in setting out the main message, the reason that
people get out of bed and go to the office. This is the ultimate truth.
Everything that comes next is a derivative of the B.H.A.G.

44. Creating, driving and sustaining your B.H.A.G however requires…

46. When you have defined your ultimate truth, that single characteristic that
differentiates your organization from the rest, it should be so compelling
that it makes you go to the roof, get in your underwear and yell it out loud
for everyone to hear. You should be proud of it, no excuses, no shame. This
is the ultimate truth.
NOTE: the gentleman in the picture is real. Erwin and his team have helped
dozens of organizations to create and envision their ultimate truth.

49. Unless you are a Porsche automobile…

51. Your dream, ultimate truth and vision should fully resonate with your soul.
With the people in your organization and the culture that is set out to
empower employees, in order for customers to fall in love with your
organization, your employees should fall in love first.

52. 52

54. An example of an organization that understands the profound impact of
people and culture is HubSpot. They see their manifest (The HubSpot
Culture Code) as the operating system for their organization.

58. Transformation or setting out a new culture requires change. One of the
major challenges is getting people out of their comfort zone and aligning
them with the shared purpose and vision of the company, the ultimate truth
and reason of existence.
People like change, but they don’t like to be changed.

60. Adapt to communicate in the right way with people that resonates with their
primary communication preference of choice. The goal here is establishing a
deep connecting and aligning with people that comply with the
organization’s vision.

62. However some people will resist change, no matter what you do.
Ask yourself: how will this person help realize our vision and ultimately help
our customer fall in love with our organization?

66. Lack of user adoption is one of the compelling reasons why IT-projects fail.
Empower people by utilizing not only traditional change methods, but also
gamification as a key driver for empowering users.

69. Marriot sets out an example to empower employees to truly experience
what the customer is experiencing by creating customer experience labs.
They have created the right culture to let customers fall in love with their
organization and brand, 55 million customers are in love with Marriot and
participate in their customer loyality program.

70. Source:TheWallStreetJournalwebsite

72. Innovation is a key driver to empower both employees and create a culture
to embrace change. Also creating an environment where making mistakes is
allowed (provided that with people who embrace the shared vision). Don’t
innovate everywhere, only where you truly differentiate. Focus your energy
where there is the greatest potential impact for creating a better customer
experience.

74. Be aware of choosing your employees and team members carefully. They
should have the right competences for the right job. Duning-Krieger effect
states that the more likely someone is lacking certain competences, the
more confident they are about that particular competence. The opposite is
also true, the more competent someone is, the more likely that person is
insecure about that competence.

76. Culture paves the way to ensure (digital) transformation success. Building or
changing a culture takes time and needs to happen in the early stages of
change.

78. 78

80. By embracing innovation as a key driver and utilizing strategic instruments
like the Business Model Canvas can help in creating new (disruptive)
business models that help realize the core vision.
If you do what you did, you get what you got. Push your organization to
find and learn about new ways of establishing new business models.

83. Establishing new business models and aligning business processes with the
organization’s vision, also sets out new ways and possibilities to create
amazing customer experiences.

85. Within the Digital Engagement framework, muscles refer to ICT-maturity.
Digital technology helps in pushing the envelope. A dream, with a soul and
heart, but without muscle is merely a vivid painting. We need muscles to
create momentum and set things into the right action.

86. 86

89. Having ICT-maturity and digital capabilities alone is not a recipe for undisputed success.
Having a closer look at the Kodak case we learn that they had amazing technological
insights and capabilities, such as developing the first digital camera in 1975 or getting early
into the game of social photo sharing by purchasing Ofoto in 2001.
In the end Kodak could not let go of their heritage in the film and printing industry and as
it turned out they had an overall reluctance to embrace innovation and taking risks that
come with it.

92. Refraining the utilization of technological capabilities to create better customer experiences
are not the only reason organizations fail to stay in the game. Another reason is described
as the sunk cost fallacy.
It states that an organization is more likely to continue with a (IT-)project, if they have
invested a lot of time, effort and money in it, even when discontinuing is the best thing to
do. This is mostly based on irrational decision making.
Becoming truly digital engaged also means of letting go where it ultimately matters most.

94. By letting go, organizations also should create a culture that invokes ownership,
control, leadership and getting back in the driver’s seat. Choose wisely between
make and buy decisions and always qualify that suppliers are aligned with the
organization’s vision and understand your industry and what needs to be done in
order to improve customer experiences.
Digital Engagement helps in creating a universal language for both your
organization as well as partners and suppliers.

96. Doing the right things right, with the right people, for the right
customer, in the right context at the right time and place is what matters
when you are digital engaged. Systems of insight are at the heart of creating
lasting customer experiences. With the right people, culture, business
process and digital capabilities, insights should enable meaningful
interactions with people.

98. Insights are only useful if placed into the right context. That is why business
and IT need to be aligned. At the heart of combining Digital Transformation
and Customer Engagement is where Digital Engagement exists.

100. Becoming digital engaged requires a transformation at the core (levels) of
an organization.

102. In order to solve the age-old problem where the left brain differentiates
itself from the right brain based on different rationales and interface is
required. Business does not understand IT and vice versa.

103. 1101101
$$$$$$$
X

104. We should embrace the differences and develop a synergetic way to work
both collaboratively and simultaneously. Furthermore we should create an
understanding that the ultimate goal is creating compelling experiences
for our customers.
There is no such thing as an IT project, every project is ultimately serving the
customer.

105. 105

106. Inspired by the whole brain thinking model of Ned Hermann, the domain
of Digital Transformation is positioned on the left brain side and Customer
Engagement is positioned on the right brain side.
With Digital Engagement organizations are aligned holistically and operating
on full brain power with whole brain thinking.

107. User Adoption
Social Selling
CRM
Engagement Marketing
Business Transformation
Customer Vision Statement
Digital Roadmap
Analytics
Cloud First
ICT-Governance
Common Data Model
ICT-security
WHOLE BRAIN THINKING
Customer Communities
DIGITAL
TRANSFORMATION
CUSTOMER
ENGAGEMENT
Process Automation Customer Success Strategy
Internet of Things
DevOps
Machine Learning
Service Architecture
Omnichannel
Social Engagement

108. Digital Engagement is the sum of Digital Transformation and Customer
Engagement.

110. The Digital Engagement Quadrant combines left and right brain thinking and creates a holistic
view of the key elements in bridging the gap between Digital Transformation and Customer
Engagement. It helps with creating a solid foundation based on vision & leadership, it is where
the dream of the organization is created. The second segment is where people meet culture and
where the soul of the organization is secured.
The heart of the organization lies in the third segment where business processes and models
determine how the dream is going to be realized. Finally in the fourth segment it is about the
muscles, the ICT-maturity of an organization which determines what is required in terms of
digital technology in order to set out the path how this is going to be implemented in order to
realize the vision and the dream.

111. DIGITALENGAGEMENT
QUADRANT

112. Without vision there is no leadership and without leadership, there is no
trust and without trust there is no right culture for change. In other words
there is a lack of Digital Engagement at all the levels of the organization.
And opposed to how most organizations operate, this doesn’t start with the
implementation of technology. It starts with the right insights to improve
interactions with people, to engage employees with technology and
ultimately creating better customer experiences.

114. Based on 168 metrics in total of all segments of the quadrant, which can be
applied to every company in any industry, organizations are able to create a
future state and a current state based on their ultimate dream and vision.
The model helps in getting a universal overview of the gaps between the
future and current state and facilitates in getting clear insights on required
capabilities.

115. CUSTOMERENGAGEMENT

116. DIGITALTRANSFORMATION

117. Digital Engagement also facilitates in creating a roadmap for the future
based on both business and IT requirements in order to realize the
organization’s dream and create better customer experiences.

118. ROADMAP

119. ROADMAPTHEMES
VISION & LEADERSHIP
Transformation strategies
Business case behind the cloud
Impact of different sourcing
strategies
Innovation
Business intelligence & predictive
analytics
Customer maturity model for Big
Data
PEOPLE & CULTURE
HR & finance
User adoption
Implementing service organisations
Employee journey
Digital customer journey
Social selling & lead nurturing
BUSINESS PROCESSES
Project management methods
Migration & upgrades
Proces automation and tools
Support organisation
Marketing automation
Intelligent dashboards
ICT MATURITY
Cloud, mobile & IoT
Dynamics ERP & CRM
Systems of Insight
Data Security & privacy
Governance & compliancy
Integration & API’s

120. Digital Engagement is an continuous improvement cycle and an iterative
process in the end.

122. Digital Engagement helps in getting a clear focal point and start from the
right angle and direction. Digital technology is means to realize business
objectives and not the other way around.

124. 








128. Ask yourself: how is this going to help realize our organization’s vision and
create better customer experiences?

130. ©2016 DYNAMICSHUB. ALL RIGHTS RESERVED.