The document discusses digital transformation at Econsultancy. It provides an overview of Econsultancy's research reports on topics related to digital transformation such as organizational structures, securing board buy-in, insourcing and outsourcing, agility and innovation, and skills of the modern marketer. It also discusses common barriers to digital progress such as legacy systems, finding digital skills, and getting senior management buy-in. Additionally, it examines different organizational structures companies use for digital transformation such as centers of excellence and hub-and-spoke models.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Digital Transformation ( DT) – the use of technology to radically improve and differentiate performance or reach of enterprises is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as Analytic, Mobility, Social media and smart embedded devices and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. We continue to see how fast digital technology disrupted media industries in the past decade and it now spreading to all businesses irrespective of the domain and sectors.
How can top / senior management successfully lead digital transformation? While we all know and urge the team to get started on the digital transformation journey , few tell how to do it. This book gives a clear “ How” part .
I have also given in the summary few good case studies where digitization has impacted the business outcomes like Burberry , Asian Paints, Nike, Codelco, Starbucks , UPS etc.
The how part –Leading digital transformation
• Sharing a digital transformation vision across the enterprise ( not in piece mail – all businesses across the group need to envision the journey and be in sync)
• Gaining critical mass – inclusiveness
• Frame the digital challenges
• Focus investment on resources
• Sustaining the transformation
An excellent one to read.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
If you're serious in Enterprise Digital Transformation, this deck will provide some insight into the scope of need to have a successful transition.
http://oxygn.co
http://www.slideshare.net/OxygnCo/digital-maturity-model-indicator - Three simple steps to sucessful transition
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
Didier Bonnet: Oracle Open World Presentation on #LeadingDigitalCapgemini
Didier Bonnet, Capgemini Consulting’s global head of digital transformation and coauthor (with MIT’s George Westerman and Andrew McAfee) of the upcoming book Leading Digital, delivered his keynote presentation at Oracle Open World on 30th September in San Francisco. In his keynote session "Leading Digital Transformation Now—No Matter What Business You’re In", Bonnet highlights how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital to gain strategic advantage. Bonnet also highlights the principles and practices that lead to successful digital transformation based on a two-part framework: where to invest in digital capabilities, and how to lead the transformation.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
The Digital Enterprise - Alfresco Summit Keynote 2014John Newton
US Fed Reserve says that productivity growth been declining in the 21st Century and IT has not necessarily been the solution. In Europe, growth has stalled completely and economies are facing the prospect of deflation. Business and operational models from the 20th Century no longer scale as we face exponential growth in information, activity and connections. We no longer give workers the scope or space to get work done. Waste and ad hoc process are killing us. We must reorganise how the company works and the way we do work. We must eliminate the waste of unnecessary paperwork, busy work and communication by digitising, automating and measuring that work into a Digital Enterprise. We must allow The Digital Enterprise will integrate information, processes, work and people to collaborate more efficiently and effectively to produce more valuable products and services.
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the change associated with the application of digital technology in all aspects of human society, a definition rooted in a 2004 research project by Swedish scholars Anna Croon Fors and Erik Stolterman.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
If you're serious in Enterprise Digital Transformation, this deck will provide some insight into the scope of need to have a successful transition.
http://oxygn.co
http://www.slideshare.net/OxygnCo/digital-maturity-model-indicator - Three simple steps to sucessful transition
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
Didier Bonnet: Oracle Open World Presentation on #LeadingDigitalCapgemini
Didier Bonnet, Capgemini Consulting’s global head of digital transformation and coauthor (with MIT’s George Westerman and Andrew McAfee) of the upcoming book Leading Digital, delivered his keynote presentation at Oracle Open World on 30th September in San Francisco. In his keynote session "Leading Digital Transformation Now—No Matter What Business You’re In", Bonnet highlights how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital to gain strategic advantage. Bonnet also highlights the principles and practices that lead to successful digital transformation based on a two-part framework: where to invest in digital capabilities, and how to lead the transformation.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
The Digital Enterprise - Alfresco Summit Keynote 2014John Newton
US Fed Reserve says that productivity growth been declining in the 21st Century and IT has not necessarily been the solution. In Europe, growth has stalled completely and economies are facing the prospect of deflation. Business and operational models from the 20th Century no longer scale as we face exponential growth in information, activity and connections. We no longer give workers the scope or space to get work done. Waste and ad hoc process are killing us. We must reorganise how the company works and the way we do work. We must eliminate the waste of unnecessary paperwork, busy work and communication by digitising, automating and measuring that work into a Digital Enterprise. We must allow The Digital Enterprise will integrate information, processes, work and people to collaborate more efficiently and effectively to produce more valuable products and services.
TechnoVision 2014: Technology Building Blocks for Digital TransformationCapgemini
Our TechnoVision 2014 introduces a fresh, provocative and innovative approach to today's business technology landscape. Here's a platform business and technology leaders can use to create a new, different dialogue on how these disruptions will affect the near- and long-term business environment, and how you can leverage them to exploit market opportunities for sustainable competitive advantage. TechnoVision 2014 is a strategic asset that can help drive Digital Transformation across your entire enterprise.
http://www.capgemini.com/technovision
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
The Six Stages of Digital Transformation by Brian SolisBrian Solis
For companies faced with the prospect of “Digital Darwinism,” the hardest part is evaluating what need to be changed first. In Brian Solis' deepest dive into Digital Transformation yet, he created a maturity model that helps companies assess exactly where they are, and where they need to be on the road to digital transformation.
After several years of interviewing those helping to drive digital transformation, we have identified a series of patterns, components, and processes that form a strong foundation for change. We have organized these elements into six distinct stages:
Business as Usual
Present and Active
Formalized
Strategic
Converged
Innovative and Adaptive
Work with Brian to develop research, thought leadership or strategy to survive and thrive in an era of digital Darwinism. brian@briansolis.com - www.briansolis.com | Hire Brian to keynote your next event! www.briansolis.com/speaking
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the change associated with the application of digital technology in all aspects of human society, a definition rooted in a 2004 research project by Swedish scholars Anna Croon Fors and Erik Stolterman.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
The Incidental Science of Organizational Growth via Digital Transformation RocketSource
Simply boosting top-line metrics, such as profitability, aren't enough to position digital transformation as a success. Pervasive access to data and insights are critical as consumer demands shift alongside technological advancements. We explore the mechanisms for knowledge dissemination that answer the rapid evolution of today's world and how to push organizations up the S Curve of Growth through digital transformation.
https://www.rocketsource.co/blog/organizational-growth-via-digital-transformation/?utm_source=slideshare&utm_medium=social&utm_campaign=profile-page&utm_term=digital-transformation
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Digital Transformation: A $1 Trillion Opportunity (Note: 2015 deck - somewhat...Ketan Kakkad
This is a 2015 deck - somewhat outdated but contextually still very relevant.
According to World Economic Forum, we are in the midst of 4th Industrial Revolution triggered by FUSION of technologies! Convergence of these Digital Technologies is already disrupting existing and well established business models! Please note that this deck has not been touched since early 2016 (uploading just now in mid-2017), so some aspects might be little bit outdated. I would love to hear your thoughts in comments, and do not hesitate if you wish to discuss specifics or engage in a deeper conversation on how we can help you shine through your Digital Journey.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
E marketer mobile_content_activities_roundupIrene Ventayol
The audiences for mobile content are huge—from video and games to social
networking, apps and retail, more than 100 million US consumers are doing it on mobile phones. The smartphone hasn’t replaced the PC, but as more people consume more mobile content, they all expect an excellent mobile experience.
Skills of the modern marketer. Econsultancy infographicIrene Ventayol
The Skills of the Modern Marketer research set out to answer one question: how true is it that the skills and the types of people that are most in demand are those which underpin the kind of marketing that is outlined in the manifesto?
The report defines the soft skills needed to be successful in the organisation and the deep vertical knowledge areas that marketers see growing in importance in the coming years.
Gartner webinar social media analytics 23.10.2014Irene Ventayol
Virtually every modern marketer has a presence in social channels, and many use social listening tools to monitor what people say about their brands. Yet despite being a maturing discipline, social analytics remains stubbornly difficult and frustrating to apply. How much is a Facebook fan worth? Does it matter that your "net sentiment" is in the single digits? Your "share of voice" on Twitter is down this week – should you panic? This presentation focuses on the social analytics vendors, techniques, metrics and cases that can help you most.
Maximizing mobile's impact in the marketing mix. ana webinar.24.10.2014Irene Ventayol
Measuring the impact of mobile in the marketing mix is an issue most marketers have struggled with.
The results from the Mobile Marketing Association's SMoX research study reveal how marketers can measure the impact of their mobile spend.
Initial results from the first study conducted with AT&T deliver real, actionable and practical insights for marketers on how to integrate mobile and make their other media work harder.
Social business is an opportunity to fundamentally change the way organizations works. Yet many companies face meaningful barriers to progress. This report explains why some businesses are reaping value from social business, and what is holding others back.
Gartner has identified the top 10 strategic technology trends for 2014. Take a look ahead at the strategic trends that have high potential to disrupt IT or the business in the next three years. Discover the technologies that may require major financial investments and the ones you cannot afford to miss.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
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Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
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CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
Search Engine Marketing - Competitor and Keyword researchETMARK ACADEMY
Over 2 Trillion searches are made per day in Google search, which means there are more than 2 Trillion visits happening across the websites of the world wide web.
People search various questions, phrases or words. But some words and phrases are searched
more often than others.
For example, the words, ‘running shoes’ are searched more often than ‘best road running
shoes for men’
These words or phrases which people use to search on Google are called Keywords.
Some keywords are searched more often than others. Number of times a keyword is searched
for in a month is called keyword volume.
Some keywords have more relevant results than others. For the phrase “running shoes” we
get more than 80M relevant results, whereas for “best road running shoes for men” we get
only 8.
The former keyword ‘running shoes’ has way more competition from popular websites to
new and small blogs, whereas the latter keyword doesn’t have that much competition. This
search competition for a keyword is called search difficulty of a keyword or keyword
difficulty.
In other words, if the keyword difficulty is ‘low’ or ‘easy’, there won’t be any competition
and if you target such keywords on your site, you can easily rank on the front page of Google.
Some keywords are searched for, just to know or to learn some information about something,
that’s their search intention. For example, “What shoe size should I choose?” or “How to pick
the right shoe size?”
These keywords which are searched just to know about stuff are called informational
keywords. Typically people who are searching this type of keywords are top of a Conversion
funnel.
Conversion funnel is the journey that search visitors go through on their way to an email
subscription or a premium subscription to the services you offer or a purchase of products
you sell or recommend using your referral link.
For some buyers, research is the most important part when they have to buy a product.
Depending on that, their journey either widens or narrows down. These types of buyers are
Researchers and they spend more time with informational keywords.
Conversion is the action you want from your search visitors. Number of conversions that you
get for every 100 search visitors is called Conversion rate.
People who are at different stages of a conversion funnel use different types of keywords.
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
2. We are thought leaders in
digital transformation
2
As leaders in digital insight, Econsultancy has produced a
series of research reports relating to the topic of digital
transformation, including:
• Organisational structures and resourcing
• Securing board buy-in
• Insourcing and outsourcing
• Agility and innovation
• Skills of the modern marketer
These reports tackle the issues that senior digital leaders told
us were most important to them.
Learn more about the digital transformation journey at
econsultancy.com/transformation
Econsultancy econsultancy.com/transformation
3. The context for
digital transformation
Professor Richard Foster, Yale University
3Econsultancy econsultancy.com/transformation
Only 63% of S&P 500
companies a decade ago are
still in the index today
- Thomson Reuters
4. The context for
digital transformation
IBM Institute for Business Value Global C-Suite
Study based on 4,000 interviews with C-Suite
execs worldwide
4Econsultancy econsultancy.com/transformation
CEOs consider technology to be
the single most important
external force shaping their
organizations
6. The context for
digital transformation
FASHIONISTAS DIGIRATI
6Econsultancy econsultancy.com/transformation
http://www.capgemini-consulting.com/the-digital-advantage/
These more digitally mature companies
(or 'digirati') are able to combine a focus
on change through new technology,
with a concurrent focus on change
management, people, process, and
culture.
The study found that this group of
companies were, on average, 26%
more profitable, had a 12% higher
market capitalization, and derived 9%
more revenue from existing assets.
7. The context for
digital transformation
61
Barriers to agility and progress
7Econsultancy econsultancy.com/transformation
Legacy technology
is our biggest
barrier. It’s not just
the technology, it’s
the policy, training,
behaviours that
surround it.
Which of the following are the most significant challenges or
barriers to digital progress for your organisation?
57%
37%
34%
34%
28%
26%
24%
22%
9%
6%
Legacy systems and processes
Finding staff with suitable digital skills
Difficulty joining up data
Focus on short-term revenue targets
Senior management buy-in for investment in
resourcing and training
Training / upskilling staff
Identifying correct priorities
Making business cases for investment
Keeping hold of digital staff
Finding suitable agencies
Econsultancy, Organisational structures and resourcing best practice guide
8. The context for
digital transformation
Barriers to agility and progress
8Econsultancy econsultancy.com/transformation
Accept that if
people around the
Board table fail to
grasp what it is you
are doing or why…
it is your failing not
theirs.
Our board / senior managers have a good grasp of the potential of
digital channels for our organisation
31%
44%
3%
13%
9%
Strongly agree Partially agree Neither agree or
disagree
Partially disagree Disagree
Econsultancy, Securing board buy-in
10.
02 CENTRE OF EXCELLENCE
03 HUB-AND-SPOKE
04 MULTIPLE HUB-AND-SPOKE
DISPERSED 01
FULLY INTEGRATED 05
Digital transformation structures
The evolution of team/organisational structures
10Econsultancy econsultancy.com/transformation
The most digitally mature companies tend to use
the Multiple Hub-and-Spoke model, but the
majority of businesses are utilising the Centre of
Excellence or Hub-and-Spoke models.
11. Digital transformation structures
A model for the allocation of resource
11Econsultancy econsultancy.com/transformation
Ecommerce
Digital Marketing
E-Business
Strategy & Planning
SEO
PPC
CRM
Affiliates
Display
Analytics/data
Content Marketing
Social media
UX
Design
Content/UX
Mobile
Operations
CMS
Small change
request
Tech/Build
Brand
Customer
Insight
Brand strategy
Large scale
request
Web Build
(Social Media)
12. Digital transformation structures
Lack of learning outside of Centre of
Excellence
Lack of focus on smaller business units
Hindrance to integration
Shared learning within Centre of Excellence
Consistency & control: processes,
terminology, standards, measures
Governance & focus - efficiency in resource,
prioritisation, unified commercial entity,
senior buy-in
Focal point for the business, Scalability in
support & tools
01
02
03
04
ADVANTAGES DISADVANTAGES
12Econsultancy econsultancy.com/transformation
The continuing importance of centres of excellence
13. Digital transformation structures
Hub as Strategy, spoke as execution
The desire for greater integration and
potential devolvement of expertise
13Econsultancy econsultancy.com/transformation
“I think we’ll see more strategic
aspects, like the development
of capability, remain at the
centre, but more devolvement
of the executional stuff to the
local teams”
14. 14Econsultancy econsultancy.com/transformation
We used to have a
more functionally-
based team but now
the lines between
content, SEO, social
are less clear so we
increasingly need to
join things up more.
Most exciting opportunity 2015 vs ‘5 years time’
Digital transformation structures
The importance of customer experience and content
Econsultancy Quarterly Digital Intelligence Briefing – Digital Trends 2015
22%
15%
13%
11%
11%
7%
7%
6%
5%
3%
20%
8%
8%
16%
14%
5%
12%
7%
4%
5%
Customer experience
Content marketing
Mobile
Personalisation
Big data
Social
Multichannel campaign management
Marketing automation
Video
Location-based services
Most exciting opportunity in
2015
Most exciting opportunity in
five years' time
15. Two-pizza teams originate
from Amazon and is an
organisational structure
focused around small teams,
typically comprised of 8-10
people ('Two-Pizza' teams -
the number of people who
can be fed easily with two
large pizzas).
• Individuals and small
teams can have a massive
impact
• They can experiment, fail,
try again, and more easily
get their successes to a
global market
Two-pizza
teams
15Econsultancy econsultancy.com/transformation
17. Digital transformation
skills
IBM CMO Study
17Econsultancy econsultancy.com/transformation
Marketers are redefining their
relationship with technology:
Re-invention is required, but
most are still feeling their way.
18. 18Econsultancy econsultancy.com/transformation
CMOs need to be able to pull
together multiple threads and
weave product campaigns
with customer conversation.
This kind of strategic planning
outlook once sat with our
agencies but is coming
increasingly in-house. You can
no longer only have a
traditional campaign calendar
– you need to be more agile,
iterative and plan quarterly or
even monthly.
Digital transformation skills
The rise of the marketing technologist
Only 18% marketers feel that they currently have the
marketing technology they need to succeed.
Source: Scott Brinker
19. The softer skills
are what will
define the
successful
digital marketer
of the future.
Digital transformation skills
The rise in soft skills
19Econsultancy econsultancy.com/transformation
How important would you say the following softer skills or behaviours are
to being an effective marketer in the modern digital world?
75%
63%61%
45%45%
38%
26%
24%
33%
32%
44%45%58%
57%
1%4%
6%9%10%
3%
14%
1%1%1%1%3%
The ability to
embrace
change
Ability to spot
opportunities
and adapt
strategies
quickly
Being
passionate,
hungry to learn,
curious
Being open and
collaborative
Ability to deal
with uncertainty
Lateral thinking,
and the ability
to make
connections
between
disparate ideas
or concepts
Being
comfortable
taking risks
Not important
Neither important or
unimportant
Important
Very important
Econsultancy, Skills of the Modern Marketer
20. ARTICULATION/PRESENTATION
Clarity when articulating digital ideas and
requirements, persuasive presentation of
ideas, ability to talk the same language as
non- digital
EMPATHY
Empathy with the requirements of
other functions and stakeholders,
empathy with customer needs.
DATA/INSIGHT-DRIVEN
Extract insight, make digital data
actionable, data-driven decision
making.
COLLABORATION
Naturally collaborative way of working,
ability to work well with other teams
across the business.
Digital transformation skills
A check-list for soft skills
20Econsultancy econsultancy.com/transformation
CREATIVITY/LATERAL THINKING
Make connections between diverse ideas,
concepts, data, to originate new ideas,
fresh thinking, challenging thinking,
thinking big.
ACTION-ORIENTATED
Willing to get stuck in, bias towards
action.
PASSIONATE
Have the hunger and passion for
continuous learning and to embrace
change.
ADAPTABILITY
Embracing uncertainty, comfortable
with change, know when to
compromise and when not.
TECHNOPHILES
Keen adopters of new technologies, enjoy
learning about technology, working with it,
seeking out improved ways of doing things
using technology.
PROJECT/CAMPAIGN
MANAGEMENT SKILLS
Think holistically, be organised, work
well with processes and work well with
other team members
CURIOSITY
Willing to explore new ideas,
interesting concepts, to be
intellectually curious
22. T-shaped people are
defined as those who
have a strong vertical
expertise but also wider
knowledge or empathy for
other digital disciplines.
This is not to say that
vertical expertise is less
important, but more that
when this is combined
with that wider
understanding it is
increasingly valuable in
appreciating the wider
context of specialist work,
identifying opportunities
for greater collaboration
or efficiencies, and seeing
the bigger picture.
T-shaped
people
22Econsultancy econsultancy.com/transformation
23. Digital transformation skills
Broad skills in future
23Econsultancy econsultancy.com/transformation
Which areas of requirement for digital resourcing / upskilling do
you anticipate will grow most over the coming year?
44%
41% 41%
35% 34%
22%
18%
16%
12% 12%
7%
3%
1%
Econsultancy, Organisational structures and resourcing best practice guide
24. Digital transformation skills
Vertical skills in future
24Econsultancy econsultancy.com/transformation
…and a looming talent time
bomb?
Over the next few years, of these skill areas, which would you say
will grow the most in significance for marketers?
51%
50%
46%
44%
25%
15%
15%
10%
9%
6%
5%
1%
5%
Mobile marketing
Content marketing
Web analytics / data
Social media activity
Community management
Website design and build
Search engine optimisation
Apps development
Email marketing
Paid search (PPC)
Display advertising
Affiliate marketing
Other
Econsultancy, Skills of the modern marketer
25. Digital transformation skills
Recruitment challenges
25Econsultancy econsultancy.com/transformation
Some disciplines that are
identified as being challenging
to recruit for are also areas of
anticipated growth and
demand – analytics/data,
social media
28%
17%
16%
15% 15%
14%
13%
8%
7% 7%
6%
3%
Over the next few years, of these skill areas, which would you say
will grow the most in significance for marketers?
Econsultancy, Skills of the modern marketer
27. 01 UNCONVINCED
Board are not persuaded of the
merits of digital investment
Digital transformation
Board buy-in
Levels of buy-in
27Econsultancy econsultancy.com/transformation
02 CONVINCED, LOW KNOWLEDGE
Board are convinced of the importance of digital but
effective prioritisation of investment can be an issue
03 GOOD KNOWLEDGE, ENGAGEMENT
Board are fully involved, making informed
decisions, regularly updated but digital still separate
04 FULLY INTEGRATED
Digital is fully integrated a part of
wider business decision-making
29. Digital transformation
insourcing, outsourcing
A trend towards insourcing?
29Econsultancy econsultancy.com/transformation
Which areas of requirement for digital resourcing / upskilling do
you anticipate will grow most over the coming year?
45%
32%
23%
More in-house
More outsourced
Same
Econsultancy, Insourcing and Outsourcing
Striking the right balance for digital success
30. Digital transformation
insourcing, outsourcing
A trend towards insourcing?
30Econsultancy econsultancy.com/transformation
Which areas are you most likely to do more in-house over the next
couple of years?
47%
38%
36%
26%
24%
23%
16%
13%
13%
13%
12%
7%
1%
Content marketing
Social media activity
Email marketing
Web analytics / data
Search engine optimisation
Community management
Website design and build
Paid search (PPC)
Apps development
Affiliate marketing
Mobile marketing
Display advertising
Other Econsultancy, Insourcing and Outsourcing:
Striking the right balance for digital success
Nuance: There is a greater
investment in resource in
data, content and social, but
also more sophisticated
outsourcing.
31. Digital transformation
insourcing, outsourcing
A continually shifting dynamic
31Econsultancy econsultancy.com/transformation
Opportunity at the centre
(automation of core, well-
defined, controlled processes),
and at the edges (emergent, set-
up, design, understanding value)
http://www.jarche.com/2013/01/the-power-of-pull-and-pkm/
33. Digital transformation agility
Digital maturity model
33Econsultancy econsultancy.com/transformation
Emergent Managed Optimised
Change
management, KPIs
Digital capability development
not central to organisational
strategy/KPIs
Strong digital vision and
strategy, organisational
priorities/KPIs change
Digital vision lived through
leadership and operations,
top-down bottom-up, agile and
adaptive strategy
Data and
technology
Siloed data sources, basic
analysis tools, technology
restricts, legacy platforms
Software-as-a-service tech,
multichannel, joining up data,
basic modelling
Joined-up data/tech
empowered front line staff,
customised dashboards,
scalability of the cloud,
actionable modelling,
integrated digital and
online/offline, real-time
decisions
People, teams,
culture
Isolated knowledge, vertical
skillsets, poor training
CoE, specialists and
generalists, tech skills, more
fluid structures, collaborative
environment
T-shaped, deep knowledge,
human layer over tech,
knowledge sharing, highly
fluid/collaborative, agile
culture
Working practices,
processes, tools
Rigid structure, waterfall
project mgt, infrequent release
cycle
Agile development, SCRUM,
test and learn, rapid
prototyping and build
Interdisciplinary agility, cross-
functional, small, nimble
teams. Permission to fail.
Entrepreneurial
The model is useful
in understanding
high level maturity
in skills, people and
culture, but also the
context of that with
other critical
dependencies such
as strategy,
processes and use
of technology.
34. Digital transformation agility
Top down, bottom up approach to
achieve maturity
34Econsultancy econsultancy.com/transformation
Emergent Managed Optimised
Change
management, KPIs
Digital capability development
not central to organisational
strategy/KPIs
Strong digital vision and
strategy, organisational
priorities/KPIs change
Digital vision lived through
leadership and operations,
top-down bottom-up, agile and
adaptive strategy
Data and
technology
Siloed data sources, basic
analysis tools, technology
restricts, legacy platforms
Software-as-a-service tech,
multichannel, joining up data,
basic modelling
Joined-up data/tech
empowered front line staff,
customised dashboards,
scalability of the cloud,
actionable modelling,
integrated digital and
online/offline, real-time
decisions
People, teams,
culture
Isolated knowledge, vertical
skillsets, poor training
CoE, specialists and
generalists, tech skills, more
fluid structures, collaborative
environment
T-shaped, deep knowledge,
human layer over tech,
knowledge sharing, highly
fluid/collaborative, agile
culture
Working practices,
processes, tools
Rigid structure, waterfall
project mgt, infrequent release
cycle
Agile development, SCRUM,
test and learn, rapid
prototyping and build
Interdisciplinary agility, cross-
functional, small, nimble
teams. Permission to fail.
Entrepreneurial
35. Digital transformation agility
Defining digital culture
35Econsultancy econsultancy.com/transformation
Commercially minded
Non-hierarchical
Empowered
Innovative and agile
Collaborative
Customer-centric
Open
Growth hacker
Passion/learning
Data driven
36. 01 Clear principles: data driven, open,
inclusive, iterative, simplicity, context
02 Policy first, user need secondary 03 Working back from user need
Digital transformation agility
GOV.UK case study
36Econsultancy econsultancy.com/transformation
37. Digital transformation agility
The end of sustainable competitive advantage
37Econsultancy econsultancy.com/transformation
Digital transformation is a
multi-faceted opportunity touching
many areas of the business
The purpose of strategy has changed from
trying to secure sustainable competitive
advantage to exploiting a series of transient
competitive advantages that in themselves
combine to form long-term advantage. McGrath
based this assertion on research that looked at
companies which had a market cap of over
$1Bn and that had, over the period 2000-2009,
sustained a net income growth of 5% above
global GDP.
38. Digital transformation agility
Changing shape of business
38Econsultancy econsultancy.com/transformation
The Boston Consulting Group
‘Growth Matrix’ Revisited
Cash cows generated a smaller share of total
profits (25% lower than in 1982), and were
proportionately fewer, with the life span of this
stage declining
Greater, more systematic experimentation
39. Spin-offs Labs Organisational change
Digital transformation agility
Approaches to agile
39Econsultancy econsultancy.com/transformation
40. Digital transformation agility
70-20-10 approach to innovation
40Econsultancy econsultancy.com/transformation
Budget split Life stage Objective KPIs Team
70% Core/oldest products Small growth Maintain profit ‘Rowing team’
20% Young/mid Increase share and profit
Profitable growth
‘White water rafters’
10% New Prove leap of faith Solving user problems
‘Diving for sunken
treasure’
41. Digital transformation agility
The key elements of change
41Econsultancy econsultancy.com/transformation
Vision
Vision
Vision
Vision
Vision
Action Plan
Action Plan
Action Plan
Action Plan
Action Plan
Resources
Resources
Resources
Resources
Resources
Incentives
Incentives
Incentives
Incentives
Incentives
Skills
Skills
Skills
Skills
Skills
= Success
= Confusion
= False starts
= Frustration
= Resistance
= Anxiety
All respondents in the
research recognised the
need to align a number of
different but essential
aspects in order to facilitate
the change to more agile
approaches, enhance
innovation, and drive digital
transformation.
A suitable model for
effective organisational
change incorporates five
key elements: vision, skills,
incentives, resources, and
an action plan. Significant
challenges arise if one or
more of these elements are
missing.
Knoster T, Villa R, & Thousand J. (2000). A
Framework for Thinking about Systems Change.
In R. Villa & J. Thousand
42. Digital transformation agility
Building blocks for leading change
1.
2.
3.
4.
5.
6.
7.
8.
CREATE URGENCY
FORM A POWERFUL COALITION
CREATE A VISION FOR CHANGE
COMMUNICATE THE VISION
EMPOWER ACTION
CREATE QUICK WINS
BUILD ON THE CHANGE
MAKE IT STICK
Creating the climate
for change
Engaging & enabling
the organisation
Implementing &
sustaining for change
42Econsultancy econsultancy.com/transformation
Kotter International, John Kotter
43. Digital transformation agility
Pinterest agility case study
43Econsultancy econsultancy.com/transformation
Quarterly planning, mission
control meetings, company-
wide progress meetings,
2-pizza teams, high/low/no
lights
Shared values, PDRs,
Workshops, cultural
interviewers, key principles
and strategic anchors
Ownership mindset, beyond
the job description,
expectation, autonomy,
mastery, purpose
Tight feedback loops.
Reflection time, Go,
Reflect, Adapt
Agility = Velocity x Flexibility
44. Thank you
44
Contact us and start your transformation
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and come back with a proposal.
transformation@econsultancy.com
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Econsultancy econsultancy.com/transformation