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Transformación Digital

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¿Cómo definir el roadmap de transformación digital? En Paradigma llevamos más de 20 años ayudando a grandes compañías en su camino hacia la digitalización.

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Transformación Digital

  1. 1. DIGITAL TRANSFORMAION WHY? WHAT? HOW?
  2. 2. MORETHAN 500 PEOPLETRANSFORMING COMPANIES AROUNDTHEWORLD
  3. 3. “Si quieres construir un barco, no empieces por buscar madera, cortar tablas o distribuir el trabajo. Inspira primero en los hombres y mujeres el anhelo por el ancho y libre mar.” Antoine de Saint-Exupéry Libertad y responsabilidad Organización sin jerarquías Y sin procedimientos
  4. 4. Hace 15 años…
  5. 5. BBVA BBVA–Stratio Joint Venture for Corporate-Wide Digital Transformation
  6. 6. WHY AND WHEN TO TRANSFORM? TWO TYPES OF NECESSITY
  7. 7. Conclusión Necessity to survive Maybe too late
  8. 8. Who has used some of this?
  9. 9. “Add distinction and avoid extinction” Nothing is riskier than not to risk
  10. 10. 15 Necessity to continue being a leader is the way to go
  11. 11. Imagen Dragon What are the digital challenges faced by our business? WHY?: NEW AND CHANGING COMPETITION
  12. 12. BANKING RETAILTELCO MEDIA LEISURE INDUSTRY ENERGYTRAVEL THE BIG DIGITAL DRAGONS LIKE GOOGLE, AMAZON, FACEBOOK… ARE CHALLENGING ALL SECTORS.
  13. 13. BIGGEST THREAT  Big Digital companies  Fintechs  Startups  Neobanks of existing players  Traditional competitors partnering  Companies from other sectors  Others
  14. 14.  Transparency, a key principe. You can not hide anything from customers  TransferWise aggressively pushing its alternative in London, UK FINTECHS AGGRESSIVENESS
  15. 15. A DIGITAL AND GLOBAL WORLD
  16. 16. DIGITAL IS REINVENTING HUMAN EXPERIENCE HOW PEOPLE LIVE, WORK, PLAY AND CONNECT
  17. 17. WE ARE IN THE AGE OF CUSTOMERS
  18. 18.  20% of your customers give you 80% of your revenue  10% of your customers give you 90% of your profit  98% of dissatisfied customers never complain, they just leave  65% of lost customers are due to negative experiences  75% of negative experiences are not related to the product  It costs 3 times more to acquire than to retain a custome  12 times more to win back a dissatisfied customer.  Over 5 years a company retains 20% of customers  5% increase in retention increase profits by 25 to 55%  A very satisfied customer will tell 3 people.  A dissatisfied customer will tell 12  A very dissatisfied customer will tell 20 CUSTOMERS ARE IN CONTROL
  19. 19. THIS GAP BETWEEN DIGITAL CUSTOMERS IN THE CUSTOMER AGE AND PHISICAL COMPANIES IS THE REASON FOR DIGITAL TRANSFORMATION CUSTOMERS ARE MORE DIGITAL THAN PHYSICAL COMPANIES…. AND ADVANCE FASTER
  20. 20. THE DAWN OF MACHINE AGE
  21. 21. WE ARE DIGITALIZING THE WORLD
  22. 22. SATELLITES
  23. 23. SENSORS, IOT, M2M
  24. 24. WHERE SOME ONLY SEE NOISE
  25. 25. OTHER GETS PATTERNS AND VALUE
  26. 26. THINK OUT OF THE BOX WE ARE TRANSFORMING THE WORLD INTO DATA
  27. 27. NOT ONLY DIGITALIZING THE WORLD, BUT WHAT IS HAPPENING AT THE WORLD AT ANY MOMENT
  28. 28. WEARABLES WHAT WE ARE FEELING WHERE WHEN SENSING YOU
  29. 29. WE CAN TRANSFORM THE FEELINGS OF THE CUSTOMERS, AND SELL SOMETHING APPEALING TO THE WAY THEY FEEL
  30. 30. CUSTOMERS’ JOURNEY WILL HAVE INFINITE TOUCHPOINTS ANY PLACE WILL BE A TOUCHPOINT
  31. 31. THE CUSTOMER AGE AND THE MACHINES AGE We are in the fusion between people and machines in ways we are not able to imagine yet
  32. 32. THE PRESENT DATA INTELLIGENCE IN REAL TIME
  33. 33. THE FUTURE IS ARTIFICIAL INTELIGENCE
  34. 34. Taxi drivers, uber drivers? Not needed with Selfdriving cars
  35. 35. Pizza delivery people? Robots delivery
  36. 36. Truck drivers? Selfdriving trucks
  37. 37. More than 500 million Jobs will be lost And other 100s of millions will be created
  38. 38. Drones cost per unit: 3D printing cost averages for equivalent functionality Industrial robots: Costs for DNA sequencing: Solar power cost per kWh: Sensors: Cost of smartphone with similar specifications: - 2007: $100k - 2013: $700 - 2007: $40k - 2014: $100 - 2007: $550k - 2014: $20k - 2000: $2.7bn - 2007: $10mn - 2014: $1k - 1984: $30 - 2014: $0.16 - 2009: $30k - 2014: $80 - 2007: $499 - 2015: $10 TECHNOLOGY EVOLUTION IS EXPONENTIAL TECHNOLOGY COST IS ALSO DECREASING EXPONENTIALLY In the next 20 years the technology advancement will be equal to all previous technology advancement until now
  39. 39. “What does mean exponentially?”
  40. 40. The company that moves more people? THE NEW LEADERS HAVE CERO PHISICAL ASSETS, ONLY DIGITAL ASSETS (Cars = 0) (Hotels = 0) (Music Studios = 0) (Movie Studios = 0) The company that reserves more rooms? The company that sells more music? The company that sells more movies? SOFTWARE IS EATING THE WORLD THE WORLD HAS CHANGED THE WORLD IS CHANGING
  41. 41. FROM NECESSITY COMES THE DECISION OF DIGITAL TRANSFORMATION AND ONCE YOU HAVE MADE THE DECISION YOU WILL NEED THE WILL AND PERSEVERANCE TO EXECUTE IN A TRY-AND-LEARN APPROACH
  42. 42. WHAT? WHAT SHOULD I BECOME TO BE A DIGITAL COMPANY?
  43. 43. WHAT TO BECOME IS A LOGICAL CONSEQUENCE OF THE DIGITAL AND GLOBAL WORLD THE CUSTOMER AGE THE BEGINNING OF THE MACHINE AGE
  44. 44. 1st VECTOR FOR DIGITAL TRANSFORMATION: CUSTOMER CENTRICITY OBSESSION Customers are the new bosses, adapt to them as fast as they required, or you will loose your competitive advantage to become a laggard.
  45. 45. CUSTOMER CENTRIC OBSESION REQUIRES CONTINUE CUSTOMER EXPERIENCE IMPROVEMENT AND SEAMLESS OMNICHANNEL
  46. 46. DIGITAL LEADERS DELIVER 10 TIMES MORE CONVENIENCE CUSTOMER EXPERIENCE HOW TO BECOME THE 10 TIMES MORE CONVENIENCE COMPANY?
  47. 47. NICE INTERFACES DON’T DELIVER 10 TIMES MORE CONVENIENCE CUSTOMER EXPERIENCE 10 TIMES REQUIRES A COMPLETE NEW SET OF TECHNOLOGIES (and mindset)
  48. 48. I HAVE TO KNOW MY CUSTOMERS BETTER THAN THEIR FAMILIES
  49. 49. DIGITAL CHANNELS ARE THE CHANNELS THAT WILL HAVE MORE CONTACT MOBILE CHANNELS ARE ALREADY THE CHANNEL WITH MORE CONTACT OR THE ONES GROWING MORE 2ND VECTOR FOR THE DIGITAL TRANSFORMATION: DIGITAL CHANNELS PRIORIZING MOBILE
  50. 50. CUSTOMERS SHOULD BE ABLE TO BUY AND MANAGE ALL PRODUCTS AND SERVICES IN ANY CHANNEL, PHISICAL AND DIGITAL JUMPING IN BETWEEN SEAMLESSLY
  51. 51. JUMP AND ADAPT TO THE NEW CHANNELS
  52. 52. IN A GLOBAL AND DIGITAL WORLD IN THE THE MACHINE AGE DATA IS KEY THIRD VECTOR FOR DIGITAL TRANSFORMATION: DATA INTELLIGENCE IN REAL TIME
  53. 53. YOU CAN NOT BEND A PHISICAL SPOON BUT YOU CAN BEND A DIGITAL WORLD
  54. 54. THINK OUT OF THE BOX IN A DIGITAL WORLD THE ONLY LIMITS ARE YOUR IMAGINATION
  55. 55. TECHNOLOGY CULTURE AND ORGANIZATION BUSINESS HOW?
  56. 56. 62 TOP DOWN FROM BOARD AND CS TO ALL COMPANY ONE DIRECTION FOR THE WHOLE COMPANY TOTAL ENGAGEMENT
  57. 57. DEFINE A DIGITAL TRANSFORMATION STRATEGIC PLAN FROM AS IS TO TO BE DEFINE THE TIME PERIOD DEFINE THE INITIATIVES AND BUDGET NEEDED
  58. 58. CREATE A DIGITAL TRANSFORMATION EXECUTION PLAN DEFINE KPIS, MEASURE IN A TRY AND LEARN, AND TRY AND FAIL PARADIGM
  59. 59. FROM INSIDE OUT TO OUTSIDE IN
  60. 60. Increase the value proposition
  61. 61. Partner with other companies and other sectors
  62. 62. Build an open ecosystem Open products, Open technologies, Open APIs, Open innovation Fill the gaps
  63. 63. REGAIN THE CONTROL OPEN SOURCE ENGINEERING TEAMS
  64. 64. FOLLOWER OR INNOVATOR?
  65. 65. HOW WILL BE THE WORLD AND OUR CUSTOMERS IN 5 YEARS?
  66. 66. You can not stay looking whats coming
  67. 67. It is your choice to be disrupted
  68. 68. Or ride this wave and be a disruptor
  69. 69. “THEY CAN LIVE IN MY NEW WORLD OR DIE IN THEIR OLD ONE” DAENERYS TARGARYEN, GAME OF THRONES
  70. 70. That’s all, thanks “Quality s not an action, it’s a habit “ Aristóteles

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