This document discusses a digital adoption framework to help organizations transform their business models and capabilities through new technologies. It provides generic digital value propositions such as improved customer experience, insight, and scalability. It also outlines the technologies that enable these opportunities such as big data, mobile apps, machine learning and IoT. The document recommends principles for digital transformation including understanding customer needs, continuous innovation, and treating information as intellectual property. It proposes high-level adoption activities and new roles and skills needed such as chief data officer, product managers, and DevOps engineers.

1. Value Driven Management
SIMPLE
DIGITAL ADOPTION FRAMEWORK
DAF
© IRFE 2017

2. Generic Digital Value Propositions
● Global Presence
● Transformative Business Model
● Previously Impossible Capabilities
● Enhanced & Customised Customer Experience
● Improved Insight
● Dynamic Enterprise Control
● Scalability (Volume & Product Range)
● Big Performance Gains (Effect & Efficiency)
● Better Leverage of Knowledge
© IRFE 2017

3. Technologies Which Drive
Opportunities
BigData
W
eb
M
obileAppsM
achineLearning
IoT
BPM
RulesEngines
G lo b a l P re s e n c e X X X
T ra n s f o rm B u s in e s s M o d e l X X X X
N e w C a p a b ilit ie s X X X X X X X
C u s t o m e r E x p e rie n c e X X X X X
In s ig h t X X
E n te rp r is e C o n t ro l X X
S c a la b ilit y X X X X X X
P e rf o r m a n c e G a in s X X X X
L e v e rK n o w le d g e X X
© IRFE 2017

4. PRINCIPLES - “SUPER LEAN”
● Understand Customer Needs (not desires)
● Understand Market Futures
● New Business Rules New Business Model
● Outside In Thinking
● Enterprise Acts As One Team (Culture, Org, End2End Processes)
● Transition Organisation to Product Delivery
● OPEX not CAPEX – Continuous Innovation
● Fail to Learn (prototype, innovate, Agile, DevOps)
● Information is IPR
© IRFE 2017

5. High Level Adoption Activity
© IRFE 2017
Capture Customer Needs
Codify Market Insight
&
Review Enterprise Strategy
Define Enterprise KPIs
Benchmark Performance
Identify Current “Big Rules”
& New Market “Big Rules”
Define New Business
Model &
High Value Business
Opportunities
EA & TOM Development
Cultural Audit
&
Define Strategic Priorities
Launch Culture Change
Define Programme KPIs
& Monitoring
Initiate Programme Controls
Systemise Ongoing
Culture Change
Plan Programme & Skills
Shift to Product & OPEX
Develop Digital ABC
Introduce Application,
Service & Product Portfolio
Management
Adopt Agile PM &
Development
Initiate Move to CI, CM &
DevOps
Define/Revise SIAM & ITIL
Models & Implement
Define SOC and SIEM
Model & Implement
Revise/Adopt Vendor/
Service/Information Provider
Relationship Model &
Performance Monitoring
Acquire Standard Develop-
ment & Automation Tools
Identify External Data
Sources, SI/SP Partners
Establish Tools Release
Management
Engage Data, SI/SP
Partners (as needed)
Introduce Data Portfolio
Management, MDM and
Data/Information Lifecycle
Management Policy
Establish Information
Owners and Information
Quality Management
Approach
Implement Distributed
Information Management,
Integration & Encryption
Capabilities
Vision &
Value
Strategic
Planning
& Control
Delivery
Capability
Tooling,
Partnering
& Services
Information
Governance
N.B. Adoption is vertical project/product by project/product & incremental. Principle of Simplify, Integrate, then Automate applies.

6. New Roles, e.g.
● Chief Data Officer
● Product Managers
● Culture Change Manager
● PMO & Portfolio Managers (Data, Application,
Service & Product)
● DevOps Engineers
● SOC & SIAM Roles
● Data/Information Owners
● Data Intelligence Analysts/Data Scientists
© IRFE 2017

7. New Skills e.g.
● Culture Change
● Product Management
● Agile Management
● Developer Skills (Data Science, UX/UI,
OpenSource/.Net Development, CI, CM)
● Ops Automation
● XaaS skills
● Distributed IdMgt, Integration & Encryption
© IRFE 2017

8. Some TIPs
● Culture Eats Strategy for Business. Lead for cultural change has to come from the
top. Companies whose C-Suite act as a team are the most successful.
● Customer (& other key external stakeholder) perspective needs to be empathised for
understanding or real needs & issues
● Amazon, Uber, Air BnB, Compare the Market etc. are bad examples for most
organisations. They are “market platforms” connecting customers and suppliers, not
providers of products & servicesNeed to establish commercial partnering for many
proprietary data sources
● Social Media data is “dirty” - needs intelligence analyst approach to validate and
contextualise
● Avoid Horizontal Slab approach to Activities
● Go for Vertical Slices (Product / End-to-End capability)
● Pursue Incrementally – Perfection is the Enemy of Progress
● Build compliance, especially for privacy, and security into products from Day 1
● Legacy IoT data sources usually don't have a security model built in, so resilience in
this area needs to be addressed.
© IRFE 2017