The document discusses various frameworks and models for developing customer-focused digital strategies. It provides templates for mapping platform business models like Facebook's, competitive value trains like HBO's, generating customer data value, testing new concepts, defining value propositions, and planning responses to disruption. The templates and models are presented as tools to help organizations set objectives, select customer segments, develop strategies, and define their impact in a digital transformation.

2. Customer Network Strategy Generator
1. Objective Setting
Direct objectives Higher-order objectives
2. Customer Selection & Focusing
Segments Unique objectives, value prop, barriers
3. Strategy Selection
ACCESS
4. Concept Generation
5. Define Impact
ENGAGE CUSTOMIZE CONNECT COLLABORATE
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

3. Facebook
(platform)
Publishers
(sweetener)
Advertisers
(primary payer)
App
Developers
(payer)
Users
(linchpin)
social interaction,
$ for apps, audience
($ share for apps, data)
social interaction,
content, apps
(networking
tools)
($ for audience)
audience
(targeting tools)
audience
(viral distribution)
content
(user stickiness)
$ for apps
(viral distribution)
apps
(user stickiness)
Example:
Platform Business Model Map
(Facebook)
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

4. Show
creators
HBO
Cable
companies
Viewing
audience
HBO Now (direct service)
ORIGINATOR PRODUCER DISTRIBUTOR CONSUMER
Example: Competitive Value Train (HBO)
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

5. Data Value Generator
4. Data Audit
Current data New sources
5. Execution Plan
2. Value Template Selection
Insight Targeting Personalization Context
1. Area of Impact and KPIs
3. Concept Generation
Needs gaps
Technical solution Proof of conceptBusiness processes
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

6. Convergent Experimental Method
4. Validate Your Sample
Unit of analysis Signal-to-noise
1. Define the Question and Its Variables
Question statement
2. Pick Your Testers
3. Randomize Your Test and Control
n = ?
5. Test and Analyze
6. Decide
Independent & dependent variables
7. Share Learning
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

7. Divergent Experimental Method
8. Decide
Proceed Prep to launch
2. Set Limits
Time
3. Pick Your People
Pivot
4. Observe
Scope
1. Define the Problem
Money
6. Build an M.V.P.
Minimum cost
9. Scale Up
Maximum learning
5. Generate More than One Solution
Pull the plug
10. Share Learning
7. Field-Test
Four paths to scaling
PREPARATIONITERATIONACTION
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

8. Value Proposition Roadmap
5. Generate New Potential Value Elements
4. Assess the Strength of Current Value Elements
6. Synthesize a New Forward-Looking Value Proposition
4-tiered elements Areas for innovationOverall val prop
2. Define Current Value for Each Customer
Value elements Overall value proposition
1. Identify Key Customer Types by Value Received
3. Identify Emerging Threats
New tech Competitors & substitutesChanging needs
OVERALLPER CUSTOMER
New tech Unmet needsSocio-cultural / business trends
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

9. Disruptive Business Model Map
Challenger
Customer
Incumbent
Value Proposition
Differential
Generatives
Value Network
Differential
Components
Two-Part Test
Radically displace value? Barrier to imitation?
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com

10. Customer Trajectory Disruptive Scope Other Incumbents
Six Incumbent Responses
Outside-in v. Inside-out
Who’s first
Next + triggers
Use case
Customer segments
Network effects
Value train
Substitution
Laddering
Disruptive Response Planner
Becoming the disrupter
Acquire
Launch
Split
Mitigating losses
Refocus
Diversify
Exit
© 2016 David L. Rogers Excerpted from The Digital Transformation Playbook
(Columbia Business School Publishing) Visit www.digitaltransformationplaybook.com