The document advocates for a shift from traditional business processes toward innovative digital strategies and business models, emphasizing the need for organizations to transform rather than merely enhance existing structures. It outlines challenges faced by businesses in adapting to digital change and stresses the importance of understanding customer needs and leveraging new technologies for growth. Ultimately, it calls for a comprehensive approach to change that integrates technology and engages stakeholders to drive sustained transformation.

1. build the future, don’t fight the past!
ManifestoBeyond
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2. build the future, don’t fight the past!
WE REFOCUS AND STRENGTHEN
EFFORTS TO DEFINE, PLAN AND EXECUTE
DIGITAL STRATEGIES, DESIGN BUSINESS
MODELS, CHANGE AND TRANSFORM
OPERATING MODELS IN AMBITIOUS
ORGANISATIONS.
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BEYONDWHAT WE DO

3. build the future, don’t fight the past!
BEYONDBACKGROUND
• business process re-engineering
• performance improvement
• change management
• business model innovation
• target operating modelling
• service design
• digital transformation
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aim. transform. persist.

4. Current change approaches often extend the status quo - nothing
more than perfecting the past.
build the future, don’t fight the past! aim. transform. persist.
BEYONDRATIONALE
What we need are not just better products and processes, but
fundamentally different business models.
Frank Gehry
Lisa Bodell
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5. build the future, don’t fight the past! aim. transform. persist.
We are in the digital dawn where business rules are being rewritten at tremendous speed,
in a revolutionary paradigm that will affect every organisation in every sector.
Cloud Big Data
Social
Media
Mobile
Omni-
Channel
Open
Enterprise
IoT
Analytics
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6. Wrong focus
build the future, don’t fight the past! aim. transform. persist
SO WHY ISN’T CHANGE WORKING?
Flawed business case
Ignoring people-side of
change
Counter-productive
change culture
Attention for isolated problems
Building on current capabilities
Past performance indicative
Finance not involved in early stages
Benefits not quantified enough
Chasing too many outcomes at once
Too late in the change programme
More focus on processes and systems
Lack of motivation and leadership
Top-down conflicting demands
Lack of two-way communication
No stability in ‘business as usual’

7. build the future, don’t fight the past! aim. transform. persist.
BEYONDSTEPS
Context Position
Model Target
Plan Design
Develop Build
Deploy Test
Measure Adopt
Aim Transform
Persist
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8. build the future, don’t fix the past! Where are you on this continuum?
FOUR SCENARIOS
strive drive thrive survive
“We want to scale our
business from a start-up to
become a major player in our
segment, but lack a
roadmap, infrastructure and
resources to achieve this”.
“We want to impress with a
customer centric service
experience and smart
products at a competitive
price”.
“We are digitally savvy and
have the tools we need, but
lack the infrastructure to
scale up, take on more staff
and deal with more complex
customer queries, beyond
our launch-products”.
“We have been growing
organically and have a
healthy market position, but
now have to become more
innovative”.
“How can I transform my
business from a seller of
products to a provider of
higher value-added
services”.
“We want a longer term
(digital) strategy that makes
us more competitive in our
own segment.”
“We have all the ingredients
of a mature business
(strategy, capital and market
presence) in place to
succeed in the long term, but
somehow fail to capitalise on
our digital assets, channels
and consumer engagement.”
“What does it take to
marshall the digital resources
and leveraging an existing
market position to really
thrive in the digital market
place?”
“We want to recover a
struggling (part of the)
business and see a path to
renewed business success.”
“We want to relaunch our
business online as our
traditional model is faltering.”
“We have been flatlining for a
few years and struggle to
open new markets and
achieve revenue growth.”
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9. The narrative and business model is informed by in-depth understanding of the state of the particular
industry, illustrated by examples of ‘digital maturity’ and the threat of non-traditional entrants into that
industry, i.e. mobile operators challenging retail banks, or ISP’s taking on cable network operators.
Does the
challenge of
combining omni-
channel
engagement vs.
regulatory
compliance point
at flaws in the
business models
of integrated
financial services?
build the future, don’t fight the past! aim. transform. persist.
How to charge for
new digital
services, away
from voice and
roaming and how
can content be
better targeted
and packaged
around micro-
segments of
customers?
Will emerging
smart meter
technology, smart
grids and de-
regulated markets
truly globalise the
utility sector or will
customers be
weary that prices
will go up as a
result?
Is targeting
customers in ever
more pervasive
ways the answer
to the omni-
channel revolution
or will customers
let the retailers
into their social
(media) space?
Financial Services Communications Utilities Retail
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10. build the future, don’t fight the past! aim. transform. persist.
Retail banking
“We know we need to change, but it will take time to address our
legacy operations”
“Do you have a digital strategy?”
“Well, we have an IT Roadmap.”
“Does it tell you when your omni-channel engagement will start?”
“You mean: can we deliver our services over the web and on mobile?”
“No, I am sure you can, but do you know when and how your
customers engage via these channels, and if they value your
responses?”
“We survey our customers regularly and have good feedback”
“So why is your ROE and profit still falling behind your competitors?”
“We should see improvement in the next two years, but frankly, our IT
programme may slip due to change of supplier - we didn’t see that
one coming.”
“Is your IT programme separate from your business change
programme?”
“Well, they are complementary, but the business sponsorship for IT
projects tends to be weak and often leads to missed opportunities.
The business has commissioned some powerful apps though, but we
seem to struggle to integrate into our back-office systems.”
BEYONDCONVERSATIONS
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11. build the future, don’t fight the past! aim. transform. persist.
Channels
• Branch extension of omni-channel
customer engagement
BEYONDRETAIL
Features and Processes
• Single and channel aware customer
delivery process
• Automated recommendation engines
Systems and Infrastructure
• Service-based applications
• Enhanced data-availability
• Data protection closer to data itself
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12. build the future, don’t fight the past! aim. transform. persist.
BEYONDOUR FOCUS
INSIGHT - IN WHAT CUSTOMERS NEED
IMAGINE - THE ART OF THE POSSIBLE
INNOVATE - NEW (USE OF) TECHNOLOGY
IGNITE - THE INNATE MOTIVATION OF STAKEHOLDERS
INTEGRATE - JOINING THE DOTS WHERE PRODUCTIVE
INFORMED DECISIONS - TAKE CONTROL
INSPIRE - CUSTOMERS, WORKFORCE, PARTNERS
IMPROVE - THE BUSINESS MODEL
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