Sustainable success in digital markets requires more than adopting Agile Scrum or replacing the Business IT alignment paradigm with Business IT fusion. These are point solutions, while digitalization starts with the business and IT reframing their current belief set and operating model. A successful transformation of a traditional business model into a digital equivalent touches on companies’ leadership style, culture, skill sets, strategy, business model, sourcing strategy and process model.
Technology-rich markets are too dynamic and competitive for half-measures.
The presentation and book are for business-savvy technologists and business executives leading digitalization initiatives; professionals who understand business and IT have to stand side-by-side to be successful in new, and often digital, market spaces and realize value from disruptive technologies.
Feel free to drop me an email or message if you would like me to tell the story in front of an audience as I enjoy sharing my experience and best practices with others.
Beyond digital to grow your building products brandLeigh Simpson
Covering why technology and the internet have changed buyer behaviour, what the strategic risks and opportunities and what you need to do as a business to thrive during this period of digital shift
The document discusses best practices in list segmentation for marketing automation. It recommends segmenting lists based on both demographic profiles and digital behaviors. Proper segmentation allows personalizing campaigns for each segment. This improves lead generation and nurturing by increasing response rates. The presentation also stresses the importance of defining target audiences, collecting relevant data, automating segmented campaigns, and measuring key metrics to optimize segmentation strategies over time.
Leveraging Technology for Business GrowthArun Agrawal
The document discusses various ways that businesses can leverage technology for growth. It provides over 40 tips across areas like operational efficiency, smart sourcing, optimum operations, marketing, selling, and communication. Specific technologies and tools recommended include Google apps, Amazon S3, checklists, ERP software, GPS trackers, CRM software, social media, and communication tools like Buffer and Hootsuite. The document emphasizes using technology to reduce costs, optimize resources, source cheaper, engage customers, and improve marketing, selling and communication efforts.
Why It's Time for an Experience-Led Commerce StrategyAcquia
We’ve all become digital natives: from millennials to boomers, we’re all evermore tied to our connected devices. And, as a result, the customer journey has radically changed. Today’s consumer expects a consistent brand experience across all channels and devices. Thus, the competitive bar is continually being raised to outperform the market and attain higher conversion rates while continually meeting - and hopefully even exceeding - consumer expectations.
In the early days of eCommerce, the commerce platform was more than sufficient for the customer journey. eCommerce has now become the main growth channel for retailers and brands alike. In today’s complex world of omnichannel shopping, a stronger and more engaging experience that integrates content into the shopping journey is no longer an option - it’s a requirement. The best commerce experiences come from pulling together expertise across three essential dimensions: back-end commerce, front-end experience management, and user experience strategy.
Join us and hear how Acquia, commercetools, and Born Group bring their specific areas of expertise together, and hear how Moda Operandi has seen real value from the marriage of content and commerce. In this webinar, you’ll hear:
Why experience-led commerce is the future and why many brands are doing it
How to have enterprise commerce without the enterprise complexity and price tag
A success story from Moda Operandi discussing how they’ve integrated content and commerce and the value they’ve seen in it
Born Group will bring their deep knowledge of user experience to guide the conversation from a consumer's perspective. Register today and learn the value that content and commerce can bring to your business.
Building blocks eTailing India Conclave Jaipur- 2013- Samarjeet Singh- IksulaeTailing India
This document provides an overview of online retail operations and the key building blocks of an e-commerce business. It discusses the importance of technology, content, online marketing, fulfillment and customer support. It focuses on technology requirements and best practices for areas like merchandising, payment gateways and performance optimization. It also provides case studies on how leading retailers implement effective product pages, checkout flows and use content like images and descriptions to drive conversions.
Jeff Linton, Marketing Manager for Act-On Software spoke to AMA Sacramento Valley members and guests on Jan. 16, 2013. He spoke about Best Practices in List Segmentation.
Building Blocks @eTailingIndia Jaipur Conclave Apr 2013Iksula
Iksula shares some interesting building blocks for Online Retail Start-ups. This presentation was presented by Samarjeet Singh, President & Co-founder, Iksula at eTailing India Jaipur Conclave held on 18-19 April'13.
Beyond digital to grow your building products brandLeigh Simpson
Covering why technology and the internet have changed buyer behaviour, what the strategic risks and opportunities and what you need to do as a business to thrive during this period of digital shift
The document discusses best practices in list segmentation for marketing automation. It recommends segmenting lists based on both demographic profiles and digital behaviors. Proper segmentation allows personalizing campaigns for each segment. This improves lead generation and nurturing by increasing response rates. The presentation also stresses the importance of defining target audiences, collecting relevant data, automating segmented campaigns, and measuring key metrics to optimize segmentation strategies over time.
Leveraging Technology for Business GrowthArun Agrawal
The document discusses various ways that businesses can leverage technology for growth. It provides over 40 tips across areas like operational efficiency, smart sourcing, optimum operations, marketing, selling, and communication. Specific technologies and tools recommended include Google apps, Amazon S3, checklists, ERP software, GPS trackers, CRM software, social media, and communication tools like Buffer and Hootsuite. The document emphasizes using technology to reduce costs, optimize resources, source cheaper, engage customers, and improve marketing, selling and communication efforts.
Why It's Time for an Experience-Led Commerce StrategyAcquia
We’ve all become digital natives: from millennials to boomers, we’re all evermore tied to our connected devices. And, as a result, the customer journey has radically changed. Today’s consumer expects a consistent brand experience across all channels and devices. Thus, the competitive bar is continually being raised to outperform the market and attain higher conversion rates while continually meeting - and hopefully even exceeding - consumer expectations.
In the early days of eCommerce, the commerce platform was more than sufficient for the customer journey. eCommerce has now become the main growth channel for retailers and brands alike. In today’s complex world of omnichannel shopping, a stronger and more engaging experience that integrates content into the shopping journey is no longer an option - it’s a requirement. The best commerce experiences come from pulling together expertise across three essential dimensions: back-end commerce, front-end experience management, and user experience strategy.
Join us and hear how Acquia, commercetools, and Born Group bring their specific areas of expertise together, and hear how Moda Operandi has seen real value from the marriage of content and commerce. In this webinar, you’ll hear:
Why experience-led commerce is the future and why many brands are doing it
How to have enterprise commerce without the enterprise complexity and price tag
A success story from Moda Operandi discussing how they’ve integrated content and commerce and the value they’ve seen in it
Born Group will bring their deep knowledge of user experience to guide the conversation from a consumer's perspective. Register today and learn the value that content and commerce can bring to your business.
Building blocks eTailing India Conclave Jaipur- 2013- Samarjeet Singh- IksulaeTailing India
This document provides an overview of online retail operations and the key building blocks of an e-commerce business. It discusses the importance of technology, content, online marketing, fulfillment and customer support. It focuses on technology requirements and best practices for areas like merchandising, payment gateways and performance optimization. It also provides case studies on how leading retailers implement effective product pages, checkout flows and use content like images and descriptions to drive conversions.
Jeff Linton, Marketing Manager for Act-On Software spoke to AMA Sacramento Valley members and guests on Jan. 16, 2013. He spoke about Best Practices in List Segmentation.
Building Blocks @eTailingIndia Jaipur Conclave Apr 2013Iksula
Iksula shares some interesting building blocks for Online Retail Start-ups. This presentation was presented by Samarjeet Singh, President & Co-founder, Iksula at eTailing India Jaipur Conclave held on 18-19 April'13.
Content Marketing For Building And Construction ProductsLeigh Simpson
Discussing why content and inbound marketing is ideal for selling building products, how to create and promote your content, what tech stacks to use to make your life easier and how to measure your ROI. More info from www.insynth.co.uk
Slides to the growth hackathon (code-free) the Kellogg alumni club just held in Palo Alto. We covered the Lean Canvas, getting to product-market fit, Aha! moment, growth marketing, and the analytics you should be focused on.
Getting the most out of the Digital revolution for Small BusinessRethink Marketing
The document discusses the digital revolution and the new model of marketing required for the digital era. It outlines how customers, staff, and technology have changed, with customers now being online, savvy, mobile, and demanding. It also discusses how the new buying process has changed, with customers better researched both online and offline. The document then discusses how staff expectations have changed regarding reputation, knowledge, communications, and IT. It proposes a new model of inbound and outbound marketing leveraging content, social media, sales channels, and CRM to meet the new demands of the digital customer.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
This document discusses the impact of mobility and mobile applications. It notes that there are now more mobile devices than people worldwide and that mobile payments and app downloads are growing rapidly. It explores how mobility is different than traditional desktop experiences and defines mobility as experiences that can be both "lean back" and "lean forward." The document also discusses the economic impact of mobile applications in terms of jobs and revenue. It provides case studies of several mobile applications and their business models. Finally, it suggests metrics for measuring the impact and business value of mobile applications like usage patterns, funnel analysis, and social graphs.
How to Win the Big Bet on PersonalizationJake Borr
How often do you visit a site and are presented with content that does not pertain to your behavior and interests? While amusing at times, poorly personalized digital experiences can be frustrating for the end user, and reflect negatively on brand image.
Forrester research found that “Only 16% of marketers currently have the capability to capture customer intent and deliver real-time, behavior-based marketing across all channels.” While personalization’s slow adoption can be attributed to its perceived risk, <strong>personalization is a proven winner in terms of delivering greater engagement, sales uplift and repeat website visits
In this webinar, you will hear from Acquia and MRM on how to take the fear out of personalization, and how successful implementation can help your organization:
-Increase revenue from product recommendations
-Drive conversion rates with personalized call-to-actions (CTAs)
-Influence customer purchasing decisions
-Create a more consistent and engaging digital brand experience
I delivered a guest lecture for the students of the one-year Post Graduate program in Global Supply Chain Management offered by IIM Udaipur. In this talk, I focused on three dimensions of digital journey - technology, process (rather business models) and people.
Spinning Data Into Gold: How to “weaponize” data to de-risk and grow your bus...Max Connect Marketing
Most businesses now face the same difficult questions - how to cut costs without killing the business, how to make marketing dollars go further, and how to find growth opportunities while most other businesses are shrinking. Analytics expert, Tim Kapp, will talk about how companies of every size should be “weaponizing” data to de-risk and grow their business during a downturn. We’ll cover customer retention, improved campaign targeting, cost-cutting through process mining, and how to build data expertise without breaking the bank.
Pierre Erfan is e-commerce marketing expert who's got years of managing international e-commerce clients under his belt. In this talk we had a look at what lies behind this term and what it means to e-commerce professionals.
Digital Marketing and Advertising brief overview 2015Lassi Nummi
Guest lecture at Estonian Business School @ Helsinki. April 2015. Why Digital Marketing matters, how to do digital marketing and selected formats of doing digital marketing.
1) The document discusses emerging trends in the digital economy including healthcare crowdfunding, blockchain technology, iris scanning smartphones, virtual reality driving experiences, distributed file storage, and more.
2) It also discusses challenges and opportunities for disruption including shifting from products to services, the importance of ecosystems, and how digital priorities have changed customer behaviors.
3) Finally, it provides advice on how companies can transform including focusing on speed, learning, and obsessing over the customer experience.
ACCELERATED DIGITAL MARKETING PROGRAME 2018Stephen Dube
The document provides an overview of online marketing fundamentals and digital marketing strategies. It discusses key concepts like the digital transformation, what online marketing is, key drivers and elements. It emphasizes that companies must adapt to the digital age or risk failing. It also provides insights on digital realities in Zimbabwe and covers topics like search marketing, social media marketing, content marketing, customer journeys, and using web analytics tools to measure performance. The document stresses that businesses should have a clear digital marketing strategy and objectives to maximize results.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
The search for new business ideas and new business models is hit-or-miss in most corporations
When good ideas do emerge, they’re often doomed because the company is organized to support one way of doing business and doesn’t have the processes or metrics to support a new one.
This document discusses how enterprise technologies can improve apprenticeship through mobility. It provides examples of mobile apps and case studies that leverage context, networks, and mobility to create value. Metrics for measuring the impact of mobile technologies on organizations are proposed, including use patterns, funnels, and social graphs to analyze customer behavior and business opportunities.
This document discusses the challenges marketers face in today's complex digital landscape. While technology has enabled more data and personalization opportunities, legacy systems, data silos, and strained resources make harnessing this potential difficult. Consumers now expect highly personalized, relevant experiences and are frustrated when brands don't deliver. The document outlines strategies various companies have used to better understand consumer behaviors and improve experiences, such as segmenting audiences, automating content, and testing and learning from consumer interactions and feedback. It emphasizes focusing programs around how consumers actually behave rather than assumptions.
The document discusses the evolution of marketing from a product-centric to a customer-centric approach. It outlines how marketing has become integrated into all business functions and aims to build relationships rather than just sell products. New technologies now allow for customized, real-time engagement with customers through digital platforms. This shifts marketing from a one-way monologue to a two-way dialogue and blurs the lines between products and services. Going forward, technology will continue to change marketing by automating processes and integrating customer feedback.
Content Marketing For Building And Construction ProductsLeigh Simpson
Discussing why content and inbound marketing is ideal for selling building products, how to create and promote your content, what tech stacks to use to make your life easier and how to measure your ROI. More info from www.insynth.co.uk
Slides to the growth hackathon (code-free) the Kellogg alumni club just held in Palo Alto. We covered the Lean Canvas, getting to product-market fit, Aha! moment, growth marketing, and the analytics you should be focused on.
Getting the most out of the Digital revolution for Small BusinessRethink Marketing
The document discusses the digital revolution and the new model of marketing required for the digital era. It outlines how customers, staff, and technology have changed, with customers now being online, savvy, mobile, and demanding. It also discusses how the new buying process has changed, with customers better researched both online and offline. The document then discusses how staff expectations have changed regarding reputation, knowledge, communications, and IT. It proposes a new model of inbound and outbound marketing leveraging content, social media, sales channels, and CRM to meet the new demands of the digital customer.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
This document discusses the impact of mobility and mobile applications. It notes that there are now more mobile devices than people worldwide and that mobile payments and app downloads are growing rapidly. It explores how mobility is different than traditional desktop experiences and defines mobility as experiences that can be both "lean back" and "lean forward." The document also discusses the economic impact of mobile applications in terms of jobs and revenue. It provides case studies of several mobile applications and their business models. Finally, it suggests metrics for measuring the impact and business value of mobile applications like usage patterns, funnel analysis, and social graphs.
How to Win the Big Bet on PersonalizationJake Borr
How often do you visit a site and are presented with content that does not pertain to your behavior and interests? While amusing at times, poorly personalized digital experiences can be frustrating for the end user, and reflect negatively on brand image.
Forrester research found that “Only 16% of marketers currently have the capability to capture customer intent and deliver real-time, behavior-based marketing across all channels.” While personalization’s slow adoption can be attributed to its perceived risk, <strong>personalization is a proven winner in terms of delivering greater engagement, sales uplift and repeat website visits
In this webinar, you will hear from Acquia and MRM on how to take the fear out of personalization, and how successful implementation can help your organization:
-Increase revenue from product recommendations
-Drive conversion rates with personalized call-to-actions (CTAs)
-Influence customer purchasing decisions
-Create a more consistent and engaging digital brand experience
I delivered a guest lecture for the students of the one-year Post Graduate program in Global Supply Chain Management offered by IIM Udaipur. In this talk, I focused on three dimensions of digital journey - technology, process (rather business models) and people.
Spinning Data Into Gold: How to “weaponize” data to de-risk and grow your bus...Max Connect Marketing
Most businesses now face the same difficult questions - how to cut costs without killing the business, how to make marketing dollars go further, and how to find growth opportunities while most other businesses are shrinking. Analytics expert, Tim Kapp, will talk about how companies of every size should be “weaponizing” data to de-risk and grow their business during a downturn. We’ll cover customer retention, improved campaign targeting, cost-cutting through process mining, and how to build data expertise without breaking the bank.
Pierre Erfan is e-commerce marketing expert who's got years of managing international e-commerce clients under his belt. In this talk we had a look at what lies behind this term and what it means to e-commerce professionals.
Digital Marketing and Advertising brief overview 2015Lassi Nummi
Guest lecture at Estonian Business School @ Helsinki. April 2015. Why Digital Marketing matters, how to do digital marketing and selected formats of doing digital marketing.
1) The document discusses emerging trends in the digital economy including healthcare crowdfunding, blockchain technology, iris scanning smartphones, virtual reality driving experiences, distributed file storage, and more.
2) It also discusses challenges and opportunities for disruption including shifting from products to services, the importance of ecosystems, and how digital priorities have changed customer behaviors.
3) Finally, it provides advice on how companies can transform including focusing on speed, learning, and obsessing over the customer experience.
ACCELERATED DIGITAL MARKETING PROGRAME 2018Stephen Dube
The document provides an overview of online marketing fundamentals and digital marketing strategies. It discusses key concepts like the digital transformation, what online marketing is, key drivers and elements. It emphasizes that companies must adapt to the digital age or risk failing. It also provides insights on digital realities in Zimbabwe and covers topics like search marketing, social media marketing, content marketing, customer journeys, and using web analytics tools to measure performance. The document stresses that businesses should have a clear digital marketing strategy and objectives to maximize results.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
The search for new business ideas and new business models is hit-or-miss in most corporations
When good ideas do emerge, they’re often doomed because the company is organized to support one way of doing business and doesn’t have the processes or metrics to support a new one.
This document discusses how enterprise technologies can improve apprenticeship through mobility. It provides examples of mobile apps and case studies that leverage context, networks, and mobility to create value. Metrics for measuring the impact of mobile technologies on organizations are proposed, including use patterns, funnels, and social graphs to analyze customer behavior and business opportunities.
This document discusses the challenges marketers face in today's complex digital landscape. While technology has enabled more data and personalization opportunities, legacy systems, data silos, and strained resources make harnessing this potential difficult. Consumers now expect highly personalized, relevant experiences and are frustrated when brands don't deliver. The document outlines strategies various companies have used to better understand consumer behaviors and improve experiences, such as segmenting audiences, automating content, and testing and learning from consumer interactions and feedback. It emphasizes focusing programs around how consumers actually behave rather than assumptions.
The document discusses the evolution of marketing from a product-centric to a customer-centric approach. It outlines how marketing has become integrated into all business functions and aims to build relationships rather than just sell products. New technologies now allow for customized, real-time engagement with customers through digital platforms. This shifts marketing from a one-way monologue to a two-way dialogue and blurs the lines between products and services. Going forward, technology will continue to change marketing by automating processes and integrating customer feedback.
Similar to Book digital manifesto as a presentation (20)
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
5. Filtering technology promises to alleviate this burden of choice by giving us more relevant personalized content, requiring
marketers to meet the expectation of personalization on the same level. Amazon, Google and Facebook have already paved
the way for this level of filtering.
MORE THAN A WAVE
7. FADING INDUSTRY BORDERS
• Rakuten Ichiba (Japan)
• largest online retailer
• e-money provider
• issued > 20 million credit cards
• mortgages
• security brokerage
• travel portal
• instant message app (>800 million
users)
• Amazon (U.S.)
• e-commerce
• cloud computing
• logistics
• consumer electronics (e.g.
eBook readers)
• Tencent (China)
• social media
• gaming
• finance
• and many other activities
8. HUMAN IMPACT - MCDONALDS
e.g. Creator’s transparent burger robot
(VCs: Google GV, Root Ventures)
The cooks The service staff
Improved service
(e.g. delivery at table)
40.000 restaurants
e.g. AI powered interface
by Astound
10. Filtering technology promises to alleviate this burden of choice by giving us more relevant personalized content, requiring
marketers to meet the expectation of personalization on the same level. Amazon, Google and Facebook have already paved
the way for this level of filtering.
CUSTOMER IMPACT – PERSONALIZATION
11. Filtering technology promises to alleviate this burden of choice by giving us more relevant personalized content, requiring
marketers to meet the expectation of personalization on the same level. Amazon, Google and Facebook have already paved
the way for this level of filtering.
CUSTOMER IMPACT – INSTANT GRATIFICATION
12. BUSINESS IMPACT –
VALUE STEAMS
• Shift
• Concentrate
• revenue Facebook:
$1.355.434 per employee
• revenue Microsoft:
$935,254 per employee
• Conversion
• user generated content →
ad revenue → platform
revenue
13. February 2016
WINNER TODAY, LOSER TOMORROW
• Nokia shipped 468.4 million phones in 2008
• Microsoft introduced last new smartphone in January 2016
• Nokia HDM shipped 8.7 million smartphones in 2017
• Xiaomi announced first phone in 2011
• Xiami shipped 92.4 million phones in 2017
• Xiaomi saw 75% growth in 2017
• Negative growth for Apple, Samsung, Huawei, ZTE, Lenovo, Meizu in
2017 (percentage of total market, units)
14. A DIGITAL-FIRST WORLD
• Exponential acceleration
• Sectors without borders
• Hyper-personalization
• Instant gratification
• Winner-takes-it-all
But,
• Winner today, loser tomorrow
17. SCARCITY DRIVES
STRATEGIC ADVANTAGE
• IT doesn’t matter
and for the same reason:
• Cloud doesn’t matter
• IoT doesn’t matter
• AI doesn’t matter
• Blockchain doesn’t matter
• VR/AR don’t matter
• 3D printing doesn’t matter
“You only gain an edge over rivals by
having or doing something that they
can’t have or do.”
18. SCARCE: ‘WALLED’ DATA
• Concentration of customers
• Facebook: 2.23 billion
• Android: 2.3 billion
• iOS: 1+ billion
• Amazon: 310 million
• (In)visible network
• Profit concentration
• Bargain power
• Any data is valuable only when
turned into insights
“data is the new oil of the
digital economy”
19. SCARCE: TALENT
• These cannot be automated:
• entrepreneurship
• creativity
• flexibility
• applying expertise
• But matter and are scarce!
In a world where:
• everything else is
automated
• money is superabundant
“How can we recruit, deploy, and
develop people to deliver greater value
to customers—and do so better than
the competition?”
20. February 2016
LEADING TALENT
• Talent knows it is scarce
• Talent expects:
• a tantalizing vision
• clarity of goals and objectives
• challenging opportunities that allow them to grow
• timely, constructive feedback, trust
• ability to share their achievements
• Talent expects leaders
21. Filtering technology promises to alleviate this burden of choice by giving us more relevant personalized content, requiring
marketers to meet the expectation of personalization on the same level. Amazon, Google and Facebook have already paved
the way for this level of filtering.
LEADERSMANAGERS
• Create value
• Selling what and why
• Tolerate ambiguity, delegate
• Vision and goals,
effectiveness, long-term
• EQ and IQ, cannot be taught
• Growing demand: high-end
retained team, cannot be
automated
• Count value
• Telling how and when
• Seek stability and control
• Problem solving, efficiency,
short-term
• Emphasis on IQ, can be taught
• Shrinking demand:
automation, self-organization
“while there is value in the items on
the right, we value the items on the
right more”
22. Laziness (‘there is always another sprint
KEY CHALLENGES – ACCESS TO TALENT
Why the difference?
Microsoft
• $520k net income per employee
• $117k average salary
Facebook
• $752k net income per employee
• $155k average total compensation
Most popular
Employers:
• Apple
• Amazon
• Alphabet (parent of Google)
23. #1: THE SURFER MATTERS,
NOT THE BOARD
• Only talent matters
• #curious, #proactive,
#creative, #extravert,
#business-oriented,
#change
• Leaders attract and retain
talent (plus high margin business models)
Key objective: win global war on
talent
26. Customer segments:
• few, all internal
• internal IT supply monopoly
Channels
• single (e.g. server-client)
Value proposition
• homogeneous, stable
• functionality-driven
Value streams
• increase business efficiency
PRE-INTERNET I.T. POST-INTERNET I.T.
Customer segments:
• multiple, internal and external
• business has abundance of choice
Channels
• multiple (e.g. apps, web, legacy)
Value proposition
• diverse, dynamic
• value and experience driven
Value streams
• increase business effectiveness
• increase business efficiency
29. Focus on efficiency
(doing the things right)
PRE-INTERNET I.T. POST-INTERNET I.T.
Focus on effectiveness
(doing the right things)
and efficiency
• Lower cost • Introduce a new value proposition
• Increase customer retention
• Enter new markets
• Strengthen USP’s
• Seamless value chain integration
• Lower cost
30. #2: IT HAPPENS OUT
THERE
• As business models digitalize
• customer of business is
customer of I.T.
• key partner of business is
customer of I.T.
Key objective: think outside in
33. February 2016
DIFFERENTIATION – OUTSIDE IN
Market
Network
Company
Individual
Individual
• Specialist versus generalist
• IQ versus EQ
• Knowledge versus soft skills
• Extravert versus introvert
• Leader versus manager
Market
• Stable or dynamic customer demand
• Few versus many competitors
• Low versus high technology density
• Short versus long lifecycles
• Limited versus extensive regulations
Network
• Narrow versus broad partner network
• Homogeneous versus heterogeneous
capabilities
• Close versus loosely coupled collaboration
Company:
• Long-term strategy versus short-
term tactics
• One versus multiple business
models
• Narrow versus broad product
portfolio
• Decentralized versus centralized
decision-making
• Uniform versus differentiated
governance framework
Team
• Homogeneous versus heterogeneous
composition
• Small versus large in size
• Domestic versus internationally dispersed
• Foundation IT versus Entrepreneurial IT
Team
34. DIFFERENTIATION 101
• The business needs:
• more than ‘Agile’
• coherent and aligned IT
operating model
• flow
• The IT continuum
• from Entrepreneurial IT (or
‘enabling IT’)
• to Foundation IT (or
‘factory IT’)
36. #3: MORE THAN ONE
• IT has to sense change at
• market / company level
• business line / portfolio
• customer segment
• IT has to differentiate (e.g. think
and act fast and slow)
Key objective: ‘peel the union’
42. February 2016
ORGANIZING FLOW
IT perspective
• Business-IT cooperation
• Innovation orientation
• Leadership & Management
• Talent management
• Sourcing orientation
Business perspective
Business lifecycle
phase
Introduction Growth Mature Decline
Market growth Low to high High Low to steady Decline
Level of
uncertainty
High Medium Low Low
Price point High Steady to
decline
Decline Low (recover
variable cost
plus margin)
Number of
customers
Small (early
adaptors)
Growing quickly,
break through
Large, mass
market
Declining
Investment in
fixed assets
Low (Very) high High, moving to
low
Asset recovery
Profit Negative Average High Medium to nil
Analogue
business
model
Digital
business
model
43. February 2016
ORGANIZING FLOW (2)
Digital business model Analogue business model
IT also optimized for
effectiveness
and agility
IT optimized for efficiency
and robustness
Fusion business
and IT capabilities
Business and IT in
discreet silos
Business paradigms Business IT Alignment
paradigm
Banking
44. February 2016
In car production, we’ve got…
• Everything is beautifully integrated car production
lines, not these disconnected tool chains.
• Everything is managed as products, not as projects.
• Everything is architected around flow, not technology
layers, front-ends, back-ends, and so on.
• Everything is architected around these product lines.
• Everything is optimized end-to-end, not optimized in
silos.
• Everything of course is managed by business result
and not these proxy metrics of one aspect of the silo.
ORGANIZING FLOW (3) Mik Kersten
45. #4: NOTHING CAN
STOP TIME
• Business continuously
reshapes IT (and vice versa!)
• Multiple lifecycles
• business – technology - value
proposition
• loosely - tightly coupled
Key objective: facilitate
frictionless flow
47. Laziness (‘there is always another sprint
BEFORE ANYTHING ELSE (Nassim Taleb)
‘The turkey's feeling of safety was at its
highest point just as its risk was at the
maximum’
‘ Large’ and ‘robust’ are overrated →
• Love small mistakes (fail cheap, fail fast, fail often)
• More functional redundancy (less optimized for
short-term)
• Adjust based on events (instead of analyzing history)
49. THE BUILDING BLOCKS
• Team (consisting of Talent)
• common purpose
• ‘divine discontent’
• ‘psychological safety’
• aligned (e.g. current situation)
• clear roles and responsibilities
• Leaders make or brake teams
• unambiguous
• compensate
• diversity
• trust
51. February 2016
THE BUILDING BLOCKS – BUSINESS
MODEL (2)
Business
Domain
IT DomainEnvironment
Cost StructureValue Streams
Customer
Relationships
Value
Propositions
Key Activities
Key Resources
& Architecture
Key Partners
Channels
Customer
Segments
Business
Domain
IT DomainEnvironment
Customer
Relationships
Value
Propositions
Key Activities
Key Resources
& Architecture
Key Partners
Channels
Customer
Segments
Cost StructureValue Streams
52. February 2016
ORGANIZING THE TEAMS
e.g. DevOps,
Scaled Agile
e.g. Crowd sourcing
R&D, design thinking,
instant feedback,
prototyping
53. February 2016
ORGANIZING THE TEAMS (2)
Organic structure,
multidisciplinary teams,
delegation, self-organization
Extensive forecasting
and planning
Few departments,
much boundary spanning
Tinker, fail fast
Leaders, talent,
diversity
mechanistic structure,
formal, centralized,
control from the top
Many departments,
much boundary spanning
Managers,
qualified workers
Manage the flow
54. February 2016
THIRD PLACE – ENTROPY OR DISORDER
Fading Industry Borders
Exponential Accelleration
Cobol or Fortran to hundredths
of development languages
15 new Azure releases per month
Thousands of different devices
using Android
Internet of Things
……
55. APPLEGOOGLE
Devices using Android in 2015
24.000 according to Quartz
Devices using iOS in 2015. Something
like this:
• iPad 2, iPad 3, iPad 4, iPad Air, iPad Air 2.
• iPad mini, iPad mini 2, iPad mini 3.
• iPhone 4s, iPhone 5, iPhone 5c, iPhone 5s,
iPhone 6, iPhone 6 Plus.
• iPod touch (fifth generation)
56. Laziness (‘there is always another sprint
FOURTH PLACE – TECHNOLOGY DEBT
Speed-to-market (Facebook:
“Move fast and break things”
(2004 – 2014 )
Emphasis on functional
features
“Faitful Servant” behavior
towards business
Unbalanced Dev team
(e.g. autocratic lead developer)
Laziness (‘there is
always another sprint”)
57. #5: BUILDING TO LAST
• Encourage ‘divine discontent’
• Reduce friction
• business paradigms
• business language
• More than one business /
operating model!?
Key Objective: run IT as a
business (don’t forget: talent first!)
59. UNDERSTAND SUCCESS
• A high performance
development team does not
equal success
• Effectiveness: “the degree to
which something is successful in
producing a desired result”
• Efficiency (e.g. hours / story
point) is a dissatisfier
60. UNDERSTAND SUCCESS
(2)
• Success is not binary
• Business executive
• Business user
• IT executive
• Ops team, other stakeholders
• Success ≠ realized backlog
• Who is the helicopter pilot?
62. February 2016
SUCCESS IS INTERDEPENDENT
Successes, ‘cash cows’,
low risk profile
Funding, brand, markets,
generic capabilities
63. February 2016
SUCCESS IS INTERDEPENDENT (2)
Business
Domain
IT Domain
Joint Business
IT Benefits
IT Benefits
Joint Business
IT Risk
Environment
IT Risk
Business
Benefits
Business
Risk
64. #6: SUCCESS!?
• Value streams
• shift
• concentrate
• convert
• eye of the beholder
• change
• joint effort
• outcome
Key objective: prepare today for
tomorrow’s success
66. February 2016
THE STORY (2)
Talent and
Leaders
matter
It happens
out there
More than
one
Nothing can
stop time
Building to
last
Success!?
Teams
Customers
Needs
Time
Organization
Wealth
serve
that have
that change overrequiring
to deliver
that can be invested in
Multiplier: high margin
business model