The document discusses the importance of customer-centered approaches in digital transformation, stressing that technology-driven strategies often fail to meet customer expectations. It highlights the need for collaboration within organizations to effectively implement digital changes and acknowledges that many companies remain stuck in outdated models. Ultimately, successful digital transformation is portrayed as a continuous journey that requires understanding customer needs and evolving business models accordingly.

1. WE
ARE OXYGN
Enterprise Digital Transformation
Digital customers’
excellence
instead should be
the main driver of
the digital
transformation in
any company of
any size.
RECENT RESEARCH
COMING OUT OF THE
ALTIMETER GROUP
TITLED 'DIGITAL
TRANSFORMATION’
has exposed that companies
that have allowed their digital
transformation to be driven
by technology are doing
themselves a vast injustice

2. WE
ARE OXYGN
Enterprise Digital Transformation
A ONE-SIZE-
FITS-ALL
approach
to digital
transformation
doesn't exist.
DIGITAL
TRANSFORMATION
AS NEW:
models
team structures
customer-centered beliefs

3. WE
ARE OXYGN
Enterprise Digital Transformation
“A lot of times,
people are looking
for the
prescription, ..... but,
unfortunately,
there isn’t one.”
- Altimeter Group
principal, Brian Solis
MOST OF THE TIME,
PEOPLE ARE ON THE OUTLOOK FOR A PARTICULAR
PRESCRIPTION, THOUGH IN REALITY NONE EXISTS.

4. WE
ARE OXYGN
Enterprise Digital Transformation
Solis went on
to note that there
were many moving
parts which caused
the movement of
companies towards
the digital
transformation.

5. WE
ARE OXYGN
Enterprise Digital Transformation
WE
ARE OXYGN
Enterprise Digital Transformation
Many more companies are
moving towards the
FORESEEABLE FUTURE OF
FOCUSED CUSTOMER
EXPERIENCE.

6. WE
ARE OXYGN
Enterprise Digital Transformation
FACTORS THAT
HAVE TRIGGERED
THE DIGITAL
TRANSFORMATIO
N HAVE NOT BEEN
CUSTOMER-DRIVEN,
BUT RATHER
TECHNOLOGY-
DRIVEN.
The net effect, lot of firms have
launched their move towards the
digital transformation but were
finding out that they are not
meeting the expectations of their
digital customers.

7. WE
ARE OXYGN
Enterprise Digital Transformation The research shows that
most companies have a
customer experience that's
founded on assumptions that
whenever they approached
this matter, it was technology
on their mind without taking
time to understand the
behaviour and need of the
digital consumer.
A GREAT NEED FOR
ORGANISATIONS TO FOCUS
ON AN APPROACH THAT IS
CUSTOMER-CENTRED IN
THEIR MOVE TOWARDS
DIGITAL TRANSFORMATION.

8. WE
ARE OXYGN
Enterprise Digital Transformation
Solis noted that many
brands believed that they
would succeed to capture
the largest market share if
they invested heavily
where everyone was
flocking to and if they
increased their digital
strategies.He however
noted that that
kind of thinking
and belief was
very far from the
truth.
IT IS INEVITABLE THAT EVERY
FIRM WOULD EVENTUALLY
BECOME DIGITAL WITH AN
ALL-ROUND DIGITAL
EXPERIENCE,
THOUGH IT WOULD NOT
NECESSARILY MAKE THE
ORGANISATION OMNICHANNEL
IF THE NECESSARY DETAILS
WERE NOT INCLUDED IN
THE WHOLE OPERATION.
WE
ARE OXYGN

9. WE
ARE OXYGN
Enterprise Digital Transformation
THE MAJORITY OF THE
ORGANISATIONS ARE
STILL STUCK IN THE
FUNNEL MODEL.
Where one individual is in charge
of the technical transformation
efforts (cloud computing
strategies, mobile strategies),
another dealt with the social
media aspect while the third was
in charge of the Web commerce;
But the struggle was that none of
these three individuals ever
interacted or collaborated in their
efforts and work.

10. WE
ARE OXYGN
Enterprise Digital Transformation
Solis also outlined the role
of CMOs as one where they
were expected to guide the
firm away from the broken
and dysfunctional models
operating
today and help to rebuild
afresh for the emerging
digital generation of
consumers.
THIS MOVE WOULD LEAD TO DIFFERENT
ACTIONS FOR DIFFERENT COMPANIES;
FOR SOME, IT WOULD REQUIRE THAT PEOPLE
ARE MOVED TOGETHER WHILE FOR OTHERS
IT WOULD REQUIRE THAT
PEOPLE ARE MOVED APART.

11. WE
ARE OXYGN
Enterprise Digital Transformation
NONE OF THE ORGANISATIONS
COULD CONFIDENTLY SAY
THAT THEY HAD FULLY
MANAGED TO MAKE THE
DIGITAL TRANSFORMATION.
Solis reiterated that the
research aimed at
identifying the
practices and activities
that were common
and similar
for all the businesses
that were making the
digital transformation
move.
Each one of them acknowledged that it
was a journey of growth they were
embarking on and they realised that
they were creating the future business
models for themselves.

12. WE
ARE OXYGN
Enterprise Digital Transformation
3 MAIN
SIMILARITIES
AMONG THE COMPANIES
THAT ALTIMETER GOT TO
SPEAK TO
1ST
These companies had someone who was
in charge of the digital transformation.
The individual outlined and defined the
transformation and pointed out how it
would be different. A digital leader had a
vital role according to Solis.
It is obvious that social business concepts
enabled various executives to go beyond
the conventional hierarchy through
encouraging the employees to
collaborate, communicate and connect
beyond the long-established boundaries.
However, there was still the need
for somebody to clarify the vision
and outline how the firm would be
involved in the competition with
other related markets and how the
firm would come up with value for
the digital client.

13. WE
ARE OXYGN
Enterprise Digital Transformation
These leading
companies had
discovered that the
journey of the
customer had taken a
different turn through
the data available, and
they were able to
make the necessary
changes for the new
transition.
These companies took time
to understand the needs and
expectations of their digital
customers, thus the
decisions they made were
supported by both insight
and data. The report by
Altimeter indicated that
companies in the forefront
ensured that change was
centred on people.
2ND

14. WE
ARE OXYGN
Enterprise Digital Transformation
This team acted as a
business unit with several
functions and was usually
referred to as the centre
of excellence that
devoted all its efforts
towards improving the
overall experience of the
digital customer.
Motorola came up with the MIT group thus combined IT
and marketing.
Sephora and Starbucks also came up with teams that had several
functions with an aim of ensuring the customer’s journey became more
meaningful and that the experiences of the customers in the transition
were seamless.
lastly

15. WE
ARE OXYGN
Enterprise Digital Transformation
EVERYBODY HAD INDICATED THAT
THE DIGITAL TRANSFORMATION
WAS SIMILAR TO A LONG
DISTANCE RACE.
The moment you ask people to make adjustments and view the
world differently, it brings about self-preservation and fear.
WE
ARE OXYGN
Enterprise Digital Transformation