1. 1
DIGITAL TRANSFORMATION
FÄHREN
www.hellofahren.com
DRIVEN TO LEAD
Making it work for you in 2019

2. HELLO!
Marketing keynote
Strategic role definition

3. 3
GOALS
!
MAKE THE PHRASE
MEANINGFUL AGAIN
USE IT TO SUSTAIN
CHANGE IN YOUR ORG
YOU GET PROMOTED I GET SMARTER

4. NOPE

5. MAYBE

6. 6
CHALLENGING
TIMES
nstagram.com/ashkned

7. THERE’S A LOT
COMING AT YOU
https://www.linkedin.com/pulse/digital-transformation-buzzword-bingo-jon-bains/?trk=hp-feed-article-title-share

8. 1996 1999 2006

9. SECTION CARD

12. EMBRACE IT

13. 13
DIGITAL TRANSFORMATION
The cultural phenomenon
1
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14. 14
DIGITAL TRANSFORMATION
What do we mean by
“digital”?
Who or what is getting
transformed?
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15. 15
DIGITAL TRANSFORMATION
What do we mean by
“digital”?
TECHNOLOGY
& TOOLS
APPLIED SKILLS,
METHODS & MODELS
+
FLUENCY
=
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16. CULTURE &
SOCIETY16
DIGITAL TRANSFORMATION
COMPETITIVE
LANDSCAPE
BUSINESS &
ORGANIZATIONS
Who or what is getting transformed?
CONSUMER
BEHAVIOR
TECH
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17. 17
DIGITAL TRANSFORMATION
Opportunities or Threats
Innovation /disruption
New business models
New ways of working / process innovation
New organization models
Cost reductions / efficiencies
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18. 18
DIGITAL TRANSFORMATION
The Business Strategy
2
Are you playing offense or defense?

19. 19
CHARACTERISTICS:
!
PROACTIVE
VS. REACTIVE
SEEKING BIG GAINS
>20% GROWTH
INTENTION TO
CHANGE
CHOOSE TO BREAK WITH PAST
LONG HORIZON
GENERATIONAL CHANGE

20. 20
TRANSFORM OUR… SO WE CAN…
USING “DIGITAL”, HOW MIGHT WE…
Marketing model
Sales processes
Distribution processes
Products
Product development processes
Talent & Team
Culture
Differentiate
Innovate
Unlock new growth
Launch a business model
Reduce our costs
Defend against disruptors

21. 21
EXAMPLES OF STRATEGIC TRANSFORMATION INITIATIVES
Accelerator / Lab VC partnership New Biz Unit Spin-offs

22. 22
DIGITAL TRANSFORMATION
A Strategic Change Program
3
How do we manage all the transformation at once?

23. 23
THE CHANGE STACK
TALENT STRATEGY
ENTERPRISE STRATEGIES
DIVISIONAL STRATEGIES
LEAN | AGILE | HCD
MKTG SALES SERVICE SUPPLY
CULTURE
CUSTOMER EXPERIENCE
DATA & ANALYTICS
INNOVATION
EMERGING
TOOLS & SOFTWARE
EMERGING
PLATFORMS & PARTNERS
AGENCY
TRANSFORMATION
MEDIA
TRANSFORMATION
ORG REDESIGN
PROCESS REDESIGN
RESOURCING & STAFFING
MODELS
TALENT
TRANSFORMATION
EXTERNAL
FORCES
INTERNAL
FORCES
TeamTeam Team Team
FUNCTIONAL STRATEGIES
FÄHREN
DRIVEN TO LEAD
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24. 24
THE MATRIX
Individual
contributor
Enterprise
Today 5 Years
MANAGER
This quarter 1 Years 3 Years
DIRECTOR
Team
Functional
Division VP
CEO
Biz Unit
SPAN OF
INFLUENCE
TIME HORIZON
FÄHREN
DRIVEN TO LEAD
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25. 25
DRIVING CHANGE
A PROGRAMMATIC APPROACH FOR COHERENCE
Re-envision Value Drivers Example of Program Management
EXAMPLES

26. 26
GOOD
YOUR COMPANY
RECOGNIZES ITS
HAPPENING AND IS
RESPONDING
EXPLICIT STRATEGIES
TO OUTCOMPETE;
DRIVEN FROM THE
TOP, SUPPORTED BY
ALL
A MULTI-YEAR PLAN
TO PROACTIVELY
EVOLVE (OR
TRANSFORM) THE BIZ
TO SIEZE NEW
OPPORTUNITIES
BETTER BEST
Copyright © 2019 Fahren, LLC

27. 27
SUMMARY
RAPID SOCIETAL &
INDUSTRIAL
UPHEAVAL
DRIVEN BY
EMERGING TECH…
CREATES
COMPETITIVE
OPPORTUNITIES &
AND IMPERATIVES
FOR BUSINESSES TO
TRANSFORM …
REQUIRING AN
INTEGRATED MGMT
PROGRAM TO
ACTIVELY GUIDE
EFFORTS TO MAKE
MAX IMPACT
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28. 28
SLIDES LOOKING AT THE MIMA SURVEY
Op^onal Second Line
SURVEY

29. Sales automation Customer
Relationship
Management
Marketing
automation
Enterprise data
strategy / “big
data” programs
Emerging
technology
experimentation
Customer
Experience
Management
software (example:
content
personalization,
recommendations)
None of the above Other (please
specify)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
My company is actively implementing the following technology-driven
initiatives (check all that apply).
Responses

30. Digitalproductmanagem
entpractices
“Lean
startup”m
ethods
Agileprinciplesappliedoutsideoftech
Form
al“testand
learn”in
ourm
arketingefforts
Custom
erjourneym
aps
Hum
an
Centered
Designpractices
AnInnovationLab
Form
alpartnershipswithstartups/incubators
UX
Researchand
Testing
Noneofthe
aboveOther(pleasespecify)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
My company is actively implementing the following (check all that apply):

31. Yes No I’m not sure
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
The executive leadership team of our company (i.e. The CEO,
President, Owner, etc.) has communicated a vision and
strategy for our digital transformation efforts.

32. Experience and
skills of the
Directors in our
organization
Experience and
skills of our
staff
Lack of a clear
strategyand
vision
Resistance to
change
Lack of clear
ROI
Our ability to
develop and
implement new
technologies
Experience and
skills of the
most senior
leaders
Lack of Senior
Executive
support
Lack of funding
for these
efforts
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
The biggest obstacle to our digital success is (pick top 3):

33. No, we don’t I’m not sure Yes, we do
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
My organization (the team or functional group you work in) has a
dedicated strategic program (with its own budget and team) for managing
our digital transformation efforts.
!!!

34. Strongly disagree Disagree Not sure Agree Strongly agree
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Personally, I see a lot of opportunity for career
advancement as we transform our company.
35%

35. IT’S NOT A DIGITAL PROBLEM
IT’S A LEADERSHIP OPPORTUNITY

36. 36
IT’S TIME TO
TAKE YOUR
SHOT

37. 37
MAKE DIGITAL
TRANSFORMATION WORK
FOR YOU
Are you playing offense or defense?
FEEL THE CEO’S PAIN CHANGE STACK MATURITY MODELTRAJECTORY THINKING

38. • Understand the practical realities of
the CEO job
• Understand how your change will
enable strategies and priorities
beyond your group
• Connect the dots between your plans
and the longer term transformation
realities
THE CEO’S PAIN: GET INSIDE THE MIND!
Individual
contributor
Enterprise
Today 5 Years
MANAGER
This quarter 1 Years 3 Years
DIRECTOR
Team
Functional
Division VP
CEO
Biz Unit
SPAN OF
INFLUENCE
TIME HORIZON
Copyright © 2019 Fahren, LLC

39. • Few can see the interconnectedness
like digital marketers
• Help leaders see how your projects/
initiatives connect to each other
• Ultimately, help leaders understand
the cultural changes needed
• Culture = values, behaviors,
incentives, norms, what gets
promoted, what gets rewarded
BE THE CHANGE STACK WHISPERER
TALENT STRATEGY
ENTERPRISE STRATEGIES
DIVISIONAL STRATEGIES
LEAN | AGILE | HCD
MKTG SALES SERVICE SUPPLY
CULTURE
CUSTOMER EXPERIENCE
DATA & ANALYTICS
INNOVATION
EMERGING
TOOLS & SOFTWARE
EMERGING
PLATFORMS & PARTNERS
AGENCY
TRANSFORMATION
MEDIA
TRANSFORMATION
ORG REDESIGN
PROCESS REDESIGN
RESOURCING & STAFFING
MODELS
TALENT
TRANSFORMATION
EXTERNAL
FORCES
INTERNAL
FORCES
TeamTeam Team Team
FUNCTIONAL STRATEGIES
THE CHANGE STACK
Copyright © 2019 Fahren, LLC

40. TRAJECTORY THINKING
Transformative
Today 10 Years
BUSINESS
PERFORMANCE
TIME HORIZON
NOW
NEXT
FUTURE
FUTURE ?
• Have a POV on how your team,
function, capability, product will need
to evolve (e.g. roadmap)
• Communicate how other
stakeholders can benefit as your area
evolves
• Help leaders see a different path to
the future
• Help leaders understand how your
group can change over time (vs. “big
bang”
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41. 41
LEAD THE LEADERS
USE THE MATURITY MODEL TO COMMUNICATE PROGRESS
And create appropriate amount of anxiety and fear
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42. YOUR
TRANSFORMATION

43. THANKS!

44. FÄHREN
DRIVEN TO LEAD
www.hellofahren.com