Keynote at TIBCO Destination : Digital Club UK on March 16th 2016 on the Business view of the need to understand data as an asset, the impact it has on Digital Transformation and the questions the C-Suite should be asking

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“Customer Journey, Digital Assets, and Channels.
A suitable shorthand for digital transforma9on?”
Marco Ryan

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The real impact of being Customer Obsessed
• We need to move beyond the
hyperbole
• We need to understand the impact
of this on people, process and
technology (aka transforma9on)
• We need a shiO in mindset around
Governance and Data
• We need to move away from
Channel thinking to integrated
experiences.
“In this ‘age of the customer’, the only sustainable compe;;ve
advantage is in becoming customer obsessed, and this does not mean
crea;ng broad strategies of how to get close to the customer.
It means refactoring the organiza;on, from the Leadership to the
technology. It means rethinking our corporate perspec;ve of Data as
an asset”
Quote par9ally sourced form econsultancy.com ©2016 Copyright marcoryan.com 3

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Trends impac9ng a customer centric blueprint?
Genera9on–n
IOT
Atomiza9on of Apps Digital Transforma9on
SMAC Business models
Mobility
Design thinking
We will focus on just 3 of those today
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Key Disrup9ve Trends #1: Genera9on-n
Genera9on-n
The “needs based” genera;on
Relevancy Simplicity Lifestyle Immediacy
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Genera9on-n and the Customer Experience Iceberg
Relevancy
Simplicity
Lifestyle
Immediacy
Design Thinking
Insight at Scale
Agile Integra;on
Unstructured Parsing
Machine Learning
Customer Obsession
“The customer journey is no longer about mapping disparate touchpoints, but taking a unified view
of every interac9on a customer has with a brand, and then strategically designing and reinforcing
these interac9ons at key ‘moments of truth’ throughout the customer lifecycle.
Data Fusion
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Key Disrup9ve Trend #2: Design Thinking
SO WHAT?
♦ Emo9onal responses build loyalty. Design thinking
ensures products and services drive high loyalty.
♦ OOen Require cultural shiO and some9mes leads to
organiza9onal change
♦ Products are oOen simpler, more focused but
always more relevant
EXAMPLES
♦ Nest, Square, Disney, GE, IBM, Apple
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Key Disrup9ve Trend #3: Digital Transforma9on
SO WHAT?
♦ Needs CEO leadership to succeed
♦ Culture change is cri9cal as Digital needs to be
pervasive across organiza9on
♦ Fundamentally different from Digi9za9on
♦ For many organiza9ons failure to transform will
lead to disappearance
♦ Some9mes difficult to “change the wings of the
aircraO in flight”
EXAMPLES
♦ Axel Springer, Delta, Air New Zealand, Thomas
Cook
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What Are The Typical Characteris9cs Of A Digital
Enabled Company?
Talent and leadership
Suppor9ng internal processes Organisa9on
Internal collabora9on across func9ons and high performing culture
Risk appe9te regarding digital ini9a9ves
Speed of decision making and agility of digital organiza9on
Access of capabili9es through external partnerships
Promo9on of "test and learn" environment
Culture and
mindsets
Bold, long-term orienta9on
Ability to address customer need
Linkage to overall corporate strategy
Strategy
Digital content crea9on/innova9on strategy
Digital customer experience applica9on
Decision making/data analy9cs
Technology infrastructure and growth management
Automa9on of customer ac9vi9es and back office
Overall capacity and channel usage
Capabili9es
Copyright 2015 McKinsey & Co ©2016 Copyright marcoryan.com 9

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Data as an
asset
Analog
Tradi9onal
channel Silo‘d
Digi9sing
Mul9-channel
monologue
Digital
Omni-channel
dialogue
The Digital Tipping Point – Data’s impact on system
architecture evolu9on
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Scalable, Data rich, Open Technology
architecture
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Less omnichannel, more relevant personalisa9on
Channel thinking is replaced
by digital experiences that
are device agnos9c, loca9on
specific, real-9me,
collabora9ve and
personalized…
… but this places greater
demands on analy9cs, cultural
agility and opera9ng flexibility
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Broadening of services, based on data fusion
Exponen9al growth in
sensory, seman9c and
unstructured data needs
to be fused with insight
to generate new “as-a-
service” business models
… but this places greater
demands on systems
architecture, scalability
and relevance
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Rethinking trust & inspira9on inside and out
The myriad of
opportuni9es to delight
and frustrate the
customer requires a
design led approach…
… but inside the
organisa9on this is as
much about how the
leadership transform the
opera9ng model and
culture to deliver the
same internally ©2016 Copyright marcoryan.com 13

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So what does being Customer obsessed require?
• Need deep understanding the
key disruptors outside of just IT
• Refactor the organiza9on
culturally
• Address the Leadership
challenge around Data as asset
• Scalable, Real-9me, Data intense
IT Architecture as a priority
• Digital transforma9on is a CEO
issue
“In this ‘age of the customer’, the only sustainable compe;;ve
advantage is in becoming customer obsessed, and this does not mean
crea;ng broad strategies of how to get close to the customer.
It means refactoring the organiza;on, from the Leadership to the
technology. It means rethinking our corporate perspec;ve of Data as
an asset”
©2016 Copyright marcoryan.com 14

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Thank you
@marcoryan
www.marcoryan.com
uk.linkedin.com/in/marcoryan
www.marcoryanphotography.com
©2016 Copyright marcoryan.com 15