A process for defining your digital approach to business

InfoSight Partners, © 2018
A PROCESS FOR DEFINING YOUR DIGITAL APPROACH TO BUSINESS
A framework and
templates aligned to the framework
specifically devised to assist in
defining your digital approach to business
through one or more working sessions
- 1 -

A PROCESS FOR DEFINING YOUR DIGITAL APPROACH TO BUSINESS
Digital commerce is different.
It is autonomously transacted 24 x 7.
Through platforms, information you analyze and wield through
these platforms serves as the vehicles for transactions and
referrals.
Do you manage this critical monetizable information similarly to
other assets?
Do you ensure at all times that platforms you engage are best
serving your interests?
You should!!
- 2 -

THE DIGITAL ECONOMY IS BUILT ON PLATFORMS
We live in a world where the platform economy isn’t just disruptive, it is killing off
businesses intent on continuing with their long lasting business models.
Organizations adopting platform based strategies are better poised for survival
because they are more nimble and can foster accelerated growth and innovation.
Your digital environment should include a
plug and play approach to platforms,
which allows you to swap platforms
without compromising your consumer’s
digital experience.
• Retail, Platforms (AWS)
• Many (Music, AppStore, Smartphone, Tablets)
• Movie Rentals
• Advertising
Amazon
Apple
Netflix
Google
- 3 -

THE DIGITAL ECONOMY USES INFORMATION AS A CATALYST
Those that survive the digital age will successfully address
three key facets in their overall strategy
Your digital strategy should ensure a
relentless focus on
1. the monetization of information used as the
catalyst to achieving subscriptions, transactions
and referrals (value),
2. the effective management and protection of
monetizable information,
3. the assurance that information necessary for
consumer, partner and platform intelligence is
always available and
4. The assurance that the value received from
monetizing information is measured and treated
similarly to other organizational assets.
1. Become a master of attention management. Robotic software
does not suffer from attention deficit.
2. Reach a balance between fact based decisions and judgement, with
analysis and artificial intelligence continually prescribing fact based
decisions without compromising the human factors of business.
3. Ensure that the availability of information necessary to prescribe
and execute fact based decisions, usually executed autonomously
via an orchestration engine, is carefully protected. The cost of
assuring the availability of this information is treated as a necessary
cost of doing business in the digital economy.
- 4 -

THE DIGITAL ECONOMY DEPENDS ON VISIONARY LEADERS
Your digital leaders should be ready to embrace
change and recognize it as a permanent artifact of
digital commerce.
The greatest item that separates a digital leader
from a digital laggard is a keen ability and
willingness to refocus and re-channel their
attention and take informed decisive actions even
as turbulence continually disrupts the status quo
at an accelerated pace.
Innovative
Status Quo Focused
Resistant to Change
Stuck in Legacy Practices
Rarely Probing
Generally impatient for results
Demands Continued improvement
Continuously tests new approaches
Portfolio approach to mitigating risks
Introduces improvements through change
management programs
Patient for results
Disruptive
Targets middle of the pack
Consensus based management
Command and control
Highly bureaucratic
Constructively contrarian
Fosters accountable individuals
Thrives amidst ambiguity
Infectiously entrepreneurial
Highly impatient with bureaucracy
Risk Deeply Risk Adverse
Style
Paralyzed by uncertainty
Requires teams to come to consensus
Lack of independent initiative
Uncomfortable with the unknown
Highly decisive
Compelling vision
Prioritizes innovation
Adaptive and pushes boundaries
DIGITAL LEADER
Managed Approach to risk
The pace of the digital economy will demand leaders to have the ability to continually
refocus on that which demands their attention and be able to prioritize on the actions that
will make a difference. Robotics improve the chances of avoiding attention deficit disorder.
- 5 -
DIGITAL VISIONARY STATURE
DIGITAL LAGGARD

TERMS USED THROUGHOUT THIS DOCUMENT
InfoSight Partners, © 2018- 6 -
DBMC - The digital business model canvas
Data Officers – The Chief Data Officer (CDO), the Data
Privacy Officer (DPO), the Chief Analytic Officer (CAO) and
the Chief Information Officer (CIO).
DOC – Dynamically Optimized Content
Value can be obtained by either successfully concluding
digital transactions or digital referrals, both of which will
generate revenues.
SW Robots – Autonomous software orchestrated through
an AI augmented platform.

THE DIGITAL BUSINESS MODEL CANVAS
Adapted by InfoSight Partners, LLC for the digital economy, © 2018
The digital business model canvas represents the
overall strategy and what and who needs to be
engaged for successful acquisition of value for the
organization.
Value can be obtained by either successfully
concluding digital transactions or digital referrals,
both of which will generate revenues.
Content personalized through intelligence about the
consumer and monetized information are the fuels
for realizing both transactions and referrals.
- 7 -

$
$$
$
KEY PARTNERS KEY ACTIVITIES
KEY
RESOURCES
VALUE PROPOSITION CONSUMERS
COSTS REVENUES AND INFORMATION MONETIZATION
CONTENT
THE DIGITAL BUSINESS MODEL CANVAS
- 8 -
KEY PLATFORMS

THE DIGITAL STORYBOARD
Adapted by InfoSight Partners, LLC for the digital economy, © 2018
The digital storyboard, once fully qualified, represents the
anticipated interactions, triggering mechanisms and anticipated
reactions to the interactions, which are then organized into
processes that are orchestrated through robotic software.
The digital storyboard is instrumental in understanding what
participating platforms, information, consumer intelligence,
analytics and content is required.
The digital storyboard should always tie back to the expected
interactions which support achieving the value propositions as
depicted in a business model.
- 9 -

Digital Story Board
Digital Scene Scene Goal Scene Audience Scene Execution Conditions
Scene Setting Scene Triggers Supporting Cast Supporting Information
Call to Action Action Context Ah Ha Moment Intended Reactions
Interaction Channels Interaction Controls Orchestrated Actions Wielded Content
Platform Interactions Available Decisions Available Intelligence Measurement Criteria
Adapted from the Vision Storytelling Canvas (DesignaBetterBusiness.com) by InfoSight Partners, 2018- 10 -

5 BOLD MOVES
The 5 Bold Moves template will be your stake in the sand of what bold
actions that will assure success as defined in your Digital Business Model
Canvas will differentiate you from the pack.
For each bold move, you will define:
 A description of the bold move that will differentiate you.
 The priority of being successful in the bold move.
 The anticipated timeline for the bold move to take hold in the
marketplace.
 The overall cost of enacting the bold move.
 The inherent risks associated with the bold move.
- 11 -

5 BOLD MOVES
BOLD MOVE PRIORITY TIMELINE COST RISK
- 12 -

YOUR MESSAGE
Defining a crisp message that will capture the attention of
consumers bombarded by messages is critical for consumers to care
about what you have to say.
Your message must be personalized to the wants, needs and desires
of consumers at the moment their attention is to be captured.
It is important that you have the necessary consumer intelligence
and supporting information so that you can personalize the message
at the time of interaction to the then wants, needs and desires of
the consumer.
- 13 -

YOUR MESSAGE
AN INTENDED KEY TAKEAWAY HOW IT IS PERSONALIZED WHAT PARTS ARE DYNAMIC HOW IT IS DELIVERED
- 14 -

The digital economy is a platform based economy.
Specific functions of your process stream will be handled
through platforms that you enlist in your digital arsenal.
Ensuring that the platforms are doing what you intended,
fostering your ability to capture transactions or referrals
and provide the necessary information required to
measure the effectiveness of the enlisted platforms is
critical to your success.
Implemented properly, the platforms you engage should
be plug and play, meaning that you can easily have
alternate platforms deliver the functions they are
engaged for at any time you deem the swap appropriate
without compromising the experience enjoyed by your
consumers.
- 15 -
FUNCTIONS DELIVERED THROUGH PLATFORMS

FUNCTIONS DELIVERED THROUGH PLATFORMS
FUNCTION SERVED BY THE PLATFORM WHY IT IS CRITICAL HOW WILL IT BE MONITORED CANDIDATE PLATFORMS
- 16 -

CONSUMER INTELLIGENCE
It is critical to understand the wants, needs and desires of consumers
you interact with. Obtaining the necessary information so that you
understand the consumer in order to deliver content that best aligns to
their wants, needs and desires and keeps them engaged so that they
either initiate a commercial transaction or request a referral is the basis
of digital commerce.
It is critical that you maintain the pipeline of consumer information
directly from consumers, from platforms and partners that provide
information streams and from social media information streams you
subscribe to, all used in your consumer intelligence processes.
Protecting the pipeline of consumer information through a well devised
privacy assurance program is a necessary cost of doing business.
- 17 -

CONSUMER INTELLIGENCE
INFORMATION / CONTENT MONETIZED COMPETITIVE
STRENGTHS
COMPETITIVE
WEAKNESSES
REQUIRED ACTION
Comments about the availability of comprehensive current
information about consumers
Comments about consumer’s assurance about the
protection provided and use limits for entrusted personal
information*
Comments about the effectiveness of analytic facilities to
predict consumer wants, needs and desires
Comments about the ability to utilize the full complement of
consumer information at our disposal
* It is critical consumers continue to trust your ability to protect and limit the information they entrusted to you so you can use it in analytics that assist in predicting the reason they are interacting
with you and best serve their at the moment wants, needs and desires.
- 18 -

PARTNER INTELLIGENCE
Partners are instrumental to help you attract consumers you did not
previously attract. Properly crafted, partners are engaged through
programs that incent them for attracting new consumers and assisting in
commercial transactions through a value proposition enhancement not
possible without them.
In the digital economy, it is economically feasible and prudent to
continually monitor the fit and function of partners and adapting the
compensation plan partners receive based on their fit and function to the
organizational business models.
Such activity ensures partners act as extensions of your organization.
- 19 -

PARTNER INTELLIGENCE
STRENGTH
COMPETITIVE
WEAKNESS
REQUIRED ACTION
Comments about the real time availability of comprehensive activity
streams from partners
Comments about adapting partner benefits based on intended
activities, determined through proactive partner intelligence
Partner contribution is adapted based on their proactive contribution
of enhancing organizational value
It is prudent to monitor the activities partners undertake to extend your value through programs which encourage generating value you would not have enjoyed otherwise
- 20 -

PLATFORM INTELLIGENCE
Your digital identity is built on a collection of platforms. Collectively,
through your orchestration efforts and sharing information amongst
participating platforms, facilitate the execution of the processes
required for the realization of value as specified in your business
models.
Platform intelligence is the set of processes that analyze information
streams provided by platforms to ensure that they are
(1) participating in your business model as envisioned and
(2) they are continuously meeting service level agreements.
Platforms should be plug and play.
There is an information flow from platforms that is required to
perform platform intelligence. It is prudent to define that flow in
advance.
- 21 -

PLATFORM INTELLIGENCE
STRENGTH
COMPETITIVE
WEAKNESS
REQUIRED ACTION
Activity stream provided by all platforms participating in your
digital ecosphere
Robust analysis able to identify that platforms are performing the
function expected and doing it well
Partners are implemented plug and play so that new platforms can
be utilized should they no longer be a good fit
It is prudent to continually monitor that platforms are performing the function you expected them to perform and are meeting service level agreements.
Those that do not can be displaced if platforms utilize a plug and play implementation approach.
- 22 -

MARKET INTELLIGENCE
Market intelligence is the collection of processes used to
 Test the assumptions used to model the market within a business
model
 Obtain early warnings which represent departures from expected
outcomes
 Assess risks in the market caused by internal and external forces
 Continually assess the market to identify departures from the status
quo, predict changes to expected outcomes from planned changes
in any dimension of the market, or predict impact on the market
caused by innovations planned to assault the market
 Expect the mainstay of this intelligence to be conducted robotically.
The rush of organizations to be the vendor of choice for the robotic
control of this intelligence is occurring at an accelerating rate.
- 23 -

MARKET INTELLIGENCE
STRENGTH
COMPETITIVE
WEAKNESS
REQUIRED ACTION
Early warnings spotlighting unexpected outcomes which can then be
analyzed as disruptions, outliers or other are implemented.
Information feeds from industry associations, pertinent social media, major
players in the industry and other sources are used to understand changes
to the status quo in the market.
Detailed models which continually test assumptions and predict market
forces are used to decipher unexpected outcomes and in advance of
launching innovations which stand a chance of disrupting the markets.
It is prudent to monitor the activities partners undertake to extend your value through programs which encourage generating value you would not have enjoyed otherwise
- 24 -

CRITICAL INFORMATION MONETIZATION
The digital economy uses information as a catalyst, which
through analytics and the optimization of content is then
converted to subscriptions, transactions or referrals.
Without key information, the serving of consumer wants, needs
and desires will be marginalized. The Critical Information
Monetization template is the vehicle used to identify which
information will be convertible into subscriptions, transactions or
referrals, and how your approach to wielding that information is
differentiated.
- 25 -

CRITICAL INFORMATION MONETIZATION
INFORMATION / CONTENT MONETIZED CONTENT / ACTION RATIO1 HOW THE RATIO IS MEASURED INFORMATION VALUE2
1 For the purpose of this template, actions are defined as either successful transactions or referrals
2 The information value is used as an information asset management artifact
- 26 -

ABOUT MONETIZING INFORMATION AS AN ASSET
Information that you directly receive revenue for and is a product you produce
delivered through platforms you engage in your digital persona are tangible
assets and are measured by the revenues you receive for this information
through subscriptions, referrals or transactions.
Information that you use to identify revenue opportunities through analyses,
personalizing content, or some other function that is instrumental in
influencing a subscription, referral or transaction is an intangible asset and
should be measured similarly to other intangible assets. We have found it
easier to assign a value using an approach similar to royalties (a pre-negotiated
value assigned to the use of information).
- 27 -

ABOUT MANAGING MONETIZABLE INFORMATION AS AN ASSET
Management
Engineering
Valuation
New Role
The Data Asset Manager
The Data Asset Manager
1. Manages the processes that valuate information
2. Administrates the map of information consumption within
processes by actors (autonomous and human)
3. Assists the data officers in optimizing information value
Most major classes of assets in an organization have a designated officer
that is accountable for overseeing the management, engineering and
valuation of those assets.
Information is the new class of asset that properly utilized, serves as a
catalyst to generate value through subscriptions, transactions and
referrals.
The Data Asset Manager is the official who will manage the raw materials
(data), the work in process (data in sandboxes, staging and in
transformation processes) and finished goods (information transformed
for direct consumption by the processes devised to meet the demands of
business models) information inventories.
The valuation of information will be computed from metered information
consumed by processes, used for process orchestration and for analytical
purposes.

WHAT ARE THE INFORMATION ASSETS
Managed as an organizational asset, the Data Access Manager (DAM) will
manage three classes of inventory.
The raw materials are the sources of information made available from
files and streams stored within internal sources or culled from external
files and data streams.
An information fabrication factory will prepare the information for direct
consumption by the processes, regardless whether they are orchestrated
by business stakeholders or whether they are executed through robotic
software. In the digital economy, the majority will be the latter.
Finished goods information inventory is that which has been prepared for
consumption and the information used to prepare information for
consumption, such as constructed repeatable analytics, logs documenting
the receipt and disposition of data and other sources.

SPECIFICALLY HOW WILL YOU MONETIZE INFORMATION
Engaging in transactions or referrals is all a game of numbers.
Content will be either pushed or pulled to consumers, and some of
the targeted content will be converted to subscriptions or
transactions while other content will generate value through
referrals. The effectiveness of this engine will be your yardstick for
your ability to thrive in the digital economy.
Understanding exactly how you will monetize information, through
content and consumer intelligence, is critical to measuring the
effectiveness of your overall strategy and your ability to adjust as
appropriate.
- 30 -

METHODS TO MANAGE MONETIZABLE
INFORMATION
HOW IS IT MONETIZED? HOW IS IT MANAGED? WHAT MAKESS YOUR APPROACH
DIFFERENT?
SPECIFICALLY HOW WILL YOU MONETIZE INFORMATION
Your Information Asset Management Plan is Focused on Information you Monetize

INFORMATION ASSET MANAGEMENT
Information is the catalyst, in the proper circumstances, used to generate
either commercial transactions, subscriptions or referrals. This
monetizable asset is rarely managed as an organizational asset similarly
to other monetizable assets.
The purpose of this template is to ensure appropriate attention is given
to the components of the overall digital approach to business critical to
managing information similarly to other organizational assets.
Wielded properly, information, through analytics, control of software
robots, content or other roles, is critical to generating value in the digital
economy and deserve appropriate attention.
- 32 -

INFORMATION ASSET MANAGEMENT
INFORMATION THAT IS MONETIZED ASSET TREATMENT HOW VALUE IS COMPUTED
Minimally, the information that is potentially monetized is a key organizational asset that deserves the attention and controls afforded to other monetizable assets.
- 33 -

INTRODUCING THE TEAM
Adaptive
Intelligence
Team
Data
Officers
Business
Stakeholders
The team is comprised of three groups of participants
The Adaptive Intelligence team is accountable for codifying the software
robots and components used for monetizing information and generating
value.
The Data Officers are accountable for defining the blueprint and optimizing
the information value.
The Business Stakeholders are accountable for the business models, story
boards and the overall results.
- 34 - InfoSight Partners, © 2018

AN OVERVIEW OF THE PROCESS
Overview of the process
Business models are a simplified representation of the marketplace with
assumptions. Understanding the assumptions is critical to know when the
business model no longer adequately depicts the market.
Storyboards are a plan of interactions, specifically what triggers the
interactions and how these interactions fit within the guidelines of the
business model.
Information is what is passed amongst platforms to request some activity
from the platform. Dynamic content is personalized to meet the wants,
needs and desires of consumers using consumer intelligence, fueled
through information.
The processes that are orchestrated (a process is a collection of
interactions performed by people or by software) align to business models
and story boards.
And finally, this is all encapsulated into a message, a monetization strategy
and metrics that will be utilized for oversight and to gauge success.

CONSUMER
INTELLIGENCE
ADAPTIVE
ANALYTICS
RELATING A STORYBOARD TO A BUSINESS MODEL
STORYBOARDPROCESSDBMC
MONETIZABLE
INFORMATION
SW ROBOTS
DOC MGMT
PLATFORMS
ORCHESTRATION ENGINE CONTENT
ON PLATFORMS
PERFORMING
FUNCTIONS
INTERACTIONS
MANAGED
WITHIN
PROCESSES
GROUPS
OF
ACTIONS
STRATEGY
EXPLAINING
WHAT IS
REQUIRED TO
OBTAIN VALUE
AI ENABLED
ORCHESTRATION
OF SW ROBOTS
WIELDED
CONTENT
COMPONENTS WIELDED TO OBTAIN VALUE
ALGORITHMS, AI &
WORKFLOW
ADAPTIVE INTELLIGENCE
SCIENTIST WORKBENCH
CONTENT CREATIVE ARTIST
WORKBENCH
BUSINESS STEWARD
WORKBENCH
INFORMATION FABRICATION WORKBENCHInformation Streams

CONSUMER
INTELLIGENCE
ADAPTIVE
ANALYTICS
OUR RECOMMENDED APPROACH TO MAPPING
STORYBOARDPROCESSDBMC
MONETIZABLE
INFORMATION
SW ROBOTS
DOC MGMT
PLATFORMS
ORCHESTRATION ENGINE CONTENT
STEP 4:
DETERMINE THE
PLATFORMS
STEP 3:
DEFINE THE
INTERACTIONS
TRIGGERS AND
SUPPORTING
INFORMATION
STEP 5:
ORGANIZE INTO
PROCESSES
STEP 1:
DEFINE THE
BUSINESS MODEL
AND BOLD MOVES
AI ENABLED
ORCHESTRATION
OF SW ROBOTS
WIELDED
CONTENT
STEP 6: DETERMINE COMPONENTS USED, INVENTORY WHAT IS AVAILBLE AND OBTAIN/CONSTRUCT WHAT IS NOT
ALGORITHMS, AI &
WORKFLOW
ADAPTIVE INTELLIGENCE
SCIENTIST WORKBENCH
CONTENT CREATIVE ARTIST
WORKBENCH
BUSINESS STEWARD
WORKBENCH
INFORMATION FABRICATION WORKBENCHInformation Streams
APPROACH
STEP 2:
DEFINE THE
MESSAGE,
MONETIZATION
APPROACH AND
OVERSIGHT

ADAPTIVE INTELLIGENCE?
The value achievable from information is adaptable
It is adaptable based on the business conditions at the time a
business interaction occurs. Understanding the market
conditions at the time of the interaction gives clues to what can
be adapted to reap every value benefit available at the time of
the interaction.
For example, pricing is adaptable based on the consumer and
other factors. Understanding the adaptability of pricing at the
time of a transaction, pricing can be lowered to improve the
chances of a transaction or increased if the wants, needs and
desires of a consumer will assure a transaction even with a
higher price point.
During disruptions, the market turbulence and hence
adaptability of market forces are especially important to
understand.
Enjoy the Journey
- 38 -
© InfoSight Partners, 2018

COMPONENTS
(1) LISTENER
(2) METER
(3) CALCULATOR
(4) DAM TOOLS
ABOUT MEASURING INFORMATION VALUE
AUTONOMOUS
ORCHESTRATED
SOFTWARE
ROBOTS OBTAIN
INFORMATION
LISTENER FOR REQUEST OF MONETIZABLE INFORMATION (SW ROBOT)
REGISTRY OF
MONETIZABLE
INFORMATION
MONETIZABLE
INFORMATION
METER
(SW ROBOT)
INFORMATION
VALUE
CALCULATOR
(SW ROBOT)
INFORMATION
USAGE
TRANSACTIONS
CONTENT
DYNAMICALLY
OPTIMIZED
CONTENT
PUSHED OR
PULLED TO
CONSUMERS
DIRECTED
NON-
ORCHESTRATED
ANALYTICS AND
QUERIED
INFORMATION
DATA ASSET MANAGER WORKBENCH
Maintain the registry of monetizable information
and the pre-determined valuation for usage of
monetizable information
Produce Information
Valuation Reports

PUTTING IT INTO ACTION
You will capture three things
1. Defining what you intend to measure and use
as a gauge to monitor continued improvement
2. Defining key actions you will take
3. Defining quick wins which will jump start the
overall process
Enjoy the Journey
- 40 -
KEY ACTIONS
1
2
3
KEY ACTIONS

PUTTING IT INTO ACTION – DEFINING WHAT IS MEASURED
A key action required is to define what will be measured
and define the mechanisms to capture the information
necessary for measurement. This measurement will be
used to communicate progress on the road to digitizing
your business and will be a key management component.
There must be consensus on what is measured (the
metrics), how the metrics are computed and how the
underlying data used for these metrics is captured.
Ideally, management compensation should have a
component based on the agreed to metrics and the
continued improvement of metrics.

PUTTING IT INTO ACTION – DEFINING WHAT IS MEASURED
METRIC METRIC DERIVATION WHY THIS METRIC WHAT IT SIGNIFIES

PUTTING IT INTO ACTION – KEY ACTIONS
There will be a collection of key actions you choose to take which
will help you on the road to thriving in the digital economy.
While there may be key actions that are critical linchpins in your
business models that will make you more competitive, the actions
listed here are more focused on
• how you will ensure the smooth operation of the processes used to define
your digital approach to business,
• the assurance that free flowing consumer information necessary for
consumer intelligence is available
• and the key information monetized into either transactions or referrals is
managed similarly to other organizational assets.
KEY ACTIONS
TAKEN THAT
COLLECTIVELY

PUTTING IT INTO ACTION - KEY ACTION PLAN
WHAT YOU WILL DO HOW LONG WILL IT
TAKE
HOW MUCH WILL IT
COST
WHAT IS THE VALUE

PUTTING IT INTO ACTION – QUICK WINS
The collection of quick win actions are those which can be
implemented with minimal effort and will help deliver significant
progress in your journey to implementing your digital approach
to your business.
This template is devised to call out quick win initiatives and
devise rough estimates for the effort, cost and fit to key actions
so that they can be prioritized as important points on your
journey.

PUTTING IT INTO ACTION – QUICK WINS
DESCRIPTION OF QUICK WIN HOW LONG WILL IT
TAKE
HOW MUCH WILL IT
COST
KEY ACTION FIT

ENJOY THE JOURNEY
InfoSight Partners, LLC offers this collection of templates
to help you devise your roadmap
 which you are free to use within your organization,
 use our application devised to collect the information
 or ask us to facilitate one or more working sessions.
For Comments and questions contact:
Our mission, through our technology and
financial services, is to help organizations
monetize and leverage the value of their
information assets.

A process for defining your digital approach to business

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