The document discusses the need for organizations to undergo digital transformation in order to remain relevant. It argues that digital strategies can no longer be marketing-centric and must have business-wide impact. Organizations must be willing to fundamentally change their structures to fully embrace digital. The document also discusses several key themes of digital transformation, including harnessing customer service, crowdsourcing, new business models, empowering the workforce with technology, and leveraging the internet of things and big data. It advocates that organizations need "digital heroes" who can drive digital transformation by starting small projects that deliver measurable business value and garnering support across the organization.

1. MARK SHERWIN & RYAN SACKETT
Daring to be Digital
embedding digital in 21st century organisations

2. The
Website
Web
strategy
Digital
strategy
Digital
transformation
WE ARE EVOLVING FROM A MARKETING CENTRIC
TO BUSINESS WIDE VIEW OF THE WEB
Marketing centric
Business-wide impact

3. THOSE ORGANISATIONS THAT DO NOT FUNDAMENTALLY
TRANSFORM ARE RAPIDLY BECOMING IRRELEVANT

4. IF YOU THINK BEING 'IN E-BUSINESS' MEANS SUTURING ON AN
E-COMMERCE APPENDAGE TO YOUR BODY CORPORATE,
THEN THINK AGAIN.
WE PROMISE YOU THAT WON'T WORK...
YOU'VE GOT TO BE PREPARED TO LET THAT E-BUSINESS COMMITMENT
RIPPLE THROUGH AND SHAKE UP THAT BODY CORPORATE. AND LIKE
AN 8.0 EARTHQUAKE, YOU MUST BE PREPARED FOR THE
REARRANGEMENT THAT WILL INEVITABLY OCCUR.
Keyur Patel & Mary Mccarthy | Digital Transformation, 2000
DIGITAL TRANSFORMATION IS ABOUT FUNDAMENTAL CHANGE

5. A CHANGE THAT IS NO LONGER A CHOICE BUT AN IMPERATIVE

6. Innovators
2.5%
Early
Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
AND THERE IS NO POINT IN SIMPLY WAITING TO SEE WHAT OTHERS DO
Keyur Patel & Mary Mccarthy | Digital Transformation, 2000

7. Innovators
2.5%
Early
Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
THOSE WHO DO NOT INNOVATE WILL FALL IREVOCABLY BEHIND
Keyur Patel & Mary Mccarthy | Digital Transformation, 2000

8. BUT DON’T TAKE IT FROM US…
What is the biggest threat that digital presents to your business?

9. THE GOOD NEWS IS THAT THERE IS LIGHT AT THE END OF THE TUNNEL,
WE JUST NEED TO BE IN THAT FIRST 15% OF INNOVATORS AND ADOPTERS!

10. AND BEING WITH US HERE TODAY…
IS A GOOD START TO YOUR JOURNEY

11. DIGITAL TRANSFORMATION REFERS TO THE CHANGES ASSOCIATED WITH THE
APPLICATION OF DIGITAL TECHNOLOGY IN ALL ASPECTS OF HUMAN SOCIETY.
DIGITAL TRANSFORMATION MAY BE THOUGHT AS THE THIRD STAGE OF EMBRACING
DIGITAL TECHNOLOGIES:
DIGITAL COMPETENCE -> DIGITAL LITERACY -> DIGITAL TRANSFORMATION.
THE LATTER STAGE MEANS THAT DIGITAL USAGES INHERENTLY ENABLE NEW TYPES
OF INNOVATION AND CREATIVITY IN A PARTICULAR DOMAIN, RATHER THAN SIMPLY
ENHANCE AND SUPPORT THE TRADITIONAL
Wikipedia | ‘Digital Transformation’
TODAY WE WILL EXPLORE WHAT IT MEANS TO ACHIEVE
DIGITAL TRANSFORMATION

12. WE’RE GOING TO EXPLORE 5 KEY THEMES
1. Customer service, the missing link
2. Harnessing the wisdom of crowds
3. New money models
4. The corporate tricorder
5. The Internet of things, and big data

13. WE’LL ALSO HELP YOU FIND YOUR INNER HERO…

14. Customer service, the missing link

15. MARKETING CAN NO LONGER SIMPLY FOCUS ON AIDA
IT MUST FOCUS ON AIDA AND ITS REFLECTION
The AIDA reflection | Mark Sherwin, Precedent 2013
AWARENESS
INTEREST
DESIRE
ADVOCACY
INVOLVEMENT
DELIVERY
ACTION

16. WIGGLE - NOT JUST AN ACQUISITION MODEL

17. WIGGLE - NOT JUST AN ACQUISITION MODEL

18. WIGGLE - NOT JUST AN ACQUISITION MODEL

19. WIGGLE - NOT JUST AN ACQUISITION MODEL

20. WIGGLE - NOT JUST AN ACQUISITION MODEL

21. LOVEFILM – FAILING AT THE FINAL HURDLE

22. O2 – ONLINE LIVE CHAT IS NOT A SALES OPPORTUNITY

23. O2 – ONLINE LIVE CHAT IS NOT A SALES OPPORTUNITY

24. TECHNOLOGY ENABLED SERVICE EXPERIENCES

25. TECHNOLOGY ENABLED SERVICE EXPERIENCES

26. TECHNOLOGY ENABLED SERVICE EXPERIENCES

27. ENHANCING HUMAN INTERACTION?

28. ENHANCING HUMAN INTERACTION?

29. Harnessing the wisdom of crowds

30. USES OF CROWD SOURCING
?OperationsFinancingR & D
Idea
generation

31. IDEA GENERATION - LEGO

32. R & D - GOLDCORP

33. FINANCING

34. x
FINANCING - KICKSTARTER

35. OPERATIONS - GIFF GAFF

36. TURNING ADVOCATES INTO STAKEHOLDERS
Stakeholders
Idea
generation
Research and
Development
Financing
Operations

37. BRIDGING THE GAP BETWEEN DIGITAL AND PHYSICAL

38. IT’S A LOT TO TAKE IN

39. OVER TO YOU
How could you combine online customer service and crowd sourcing
strategies to better serve your customers

40. The corporate tricorder

41. CONVERGENCE PUTS INCREDIBLE POWER IN THE PALM OF OUR HAND
Wired UK | 20 Years of Wired | June 2013

42. EVERY EMPLOYEE
WITH MORE COMPUTING POWER
AT THEIR FINGER TIPS THAN
THE SPACE SHUTTLE.
ANYTIME…ANYWHERE

43. DIGITAL CAN UNCHAIN YOUR EMPLOYEES FROM THEIR DESKS
OFFERING INNOVATIVE NEW PRODUCTIVITY SOLUTIONS

44. SMART PHONES CAN NOW REPLACE MANY ANALOGUE PROCESSES
AND DEDIATED DEVICES

45. THEY ALSO OFFER THE OPPORTUNNITY TO PROVIDE NEW VIEWS
ON TO EXISTING DATA USING CONTEXT TO STREAMLINE EXPERIENCES

46. AS DIGITAL WALLETS BECOME MORE MAINSTREAM THE MOBILE
OFFERS HUGE EFFICIENCY AND PRODUCTIVITY BENEFITS

47. INTEGRATING DIGTAL WITH THE PHYSICAL WORLD (PHYGITAL)
CREATE INNOVATIVE NEW CUSTOMER SERVICE OPTIONS

48. INTEGRATING DIGTAL WITH THE PHYSICAL WORLD (PHYGITAL)
CREATE INNOVATIVE NEW CUSTOMER SERVICE OPTIONS

49. WEARABLE TECHNOLOGY INTEGRATES CONTEXTUAL, MOBILE EXPERIENCES
EVEN FURTHER INTO OUR EVERYDAY LIVES

50. OVER TO YOU…
How could a Smart Phone enabled workforce deliver new productivity?

51. New money models

52. AS CUSTOMERS MOVE TO A SUBSCRIPTION ECONOMY BUSINESSES MUST
MOVE FROM A PRODUCT ORIENTATED TO CUSTOMER ORIENTATED VIEW

53. TRADITIONAL ORGANISATIONS WILL BE USURPED BY THOSE OFFERING A
MORE FLEXIBLE APPROACH TO ACCESS

54. TRADITIONAL ORGANISATIONS WILL BE USURPED BY THOSE OFFERING A
MORE FLEXIBLE APPROACH TO ACCESS

55. TRADITIONAL ORGANISATIONS WILL BE USURPED BY THOSE OFFERING A
MORE FLEXIBLE APPROACH TO ACCESS

56. CUSTOMERS WANT INCREASINGLY GRANULAR PURCHASING OPTIONS
MAKE THIS SIMPLE, FLEXIBLE AND VALUABLE AND THEY WILL RETURN

57. NEW PURCHASING MODELS CAN DRIVE NEW CONSUMER HABITS
AND DELIVER GREATER RETURNS

58. WHILST PURCHASING MODELS ARE CHANGING SO ARE OTHER ASPECTS
OF FINANCIAL TRANSACTIONS SUCH AS RAISING FUNDS

59. THESE MODELS ARE STARTING TO PERFUSE INTO MORE NICHE
APPLICATIONS AND SECTORS

60. OVER TO YOU…
How could more flexible and granular revenue models
create new value for your business?

61. The internet of things, and big data

62. DIGITAL CAPABILITY IS EXTENDING VALUE OF PRODUCTS

63. DIGITAL CAPABILITY IS NO LONGER RESTRICTED TO
HIGH END COMMUNICATION DEVICES

65. A MORE PRACTICAL EXAMPLE!

66. Beecham Research`s Connected Devices Sector Map | http://beechamresearch.com/article.aspx?id=4
CONNECTIVITY AND DIGITAL CAPABILITY WILL BECOME STANDARD
ACROSS A DIVERSE RANGE OF ‘THINGS’

67. Beecham Research`s Connected Devices Sector Map | http://beechamresearch.com/article.aspx?id=4
CONNECTIVITY AND DIGITAL CAPABILITY WILL BECOME STANDARD
ACROSS A DIVERSE RANGE OF ‘THINGS’

68. THIS CREATES HUGE OPPORTUNNITY FOR NEW MULTI-INPUT,
MULTI-OUTPUT DIGITAL INTERACTIONS

69. THIS CREATES HUGE OPPORTUNNITY FOR NEW MULTI-INPUT,
MULTI-OUTPUT DIGITAL INTERACTIONS
Use case from The New Digital Age | Schmidt and Cohen 2013

70. MULTI-CONTROL DIGITAL INTERACTIONS - WIGWAG

71. ‘THE INTERNET OF THINGS ISN’T WI-FI FRIDGES AND DEVICES WITH
BOLT ON CONNECTIVITY: IT’S TINY, CHEAP SENSORS THAT WILL
BRING EVERYDAY OBJECTS TO THE NETWORK – IN THEIR BILLIONS’
‘BY STRAPPING A RECEIVING COMPUTER TO THE SIDE OF IT, THE
INTERNET FRIDGE BRINGS THE INTERNET TO THE DEVICE. BY
CONNECTING TRANSMITTING SENSORS TO THE NETWORK, THE
INTERNET OF THINGS BRINGS THE DEVICE TO THE INTERNET.’
BEN HAMMERSLEY | WIRED, 2013
NOT A FRIDGE WITH AN IPAD STRAPPED TO IT…

72. WHILST PERSONAL DEVICES MAY IN FACT MAKE UP AN INTERNET OF THINGS,
COMMERCIAL AND MUNICIPAL APPLICATIONS HAVE MUCH WIDER DATA
OPPORTUNITIES

73. AS THESE DEVICES STORE DATA IN THE CLOUD WE WILL HAVE ACCESS
TO MORE DATA ABOUT OUR WORLD THAN EVER BEFORE

74. THIS CAN LEAD TO INNOVATIVE NEW APPROACHES TO CUSTOMER
INSIGHT, AND PRODUCT AND SERVICE DESIGN
Mobile phone data redraws bus routes in Africa, BBC | http://www.bbc.co.uk/news/technology-22357748

75. Gotcha, but how do I make that 15%?

76. The
Website
Web
strategy
Digital
strategy
Digital
transformation
FIRST WE MUST ARTICULATE WHAT IT MEANS
TO EMBRACE DIGITAL TRANSFORMATION
Marketing centric
Business-wide impact

77. DIGITAL MUST MOVE FROM A MARKETING FUNCTION
TO A BUSINESS-WIDE IMPERATIVE
Daring to be Digital | Adrian Porter, Head of Strategic Research, Precedent 2013

78. WHILST SOME MAY APPOINT A CHIEF DIGITAL OFFICER,
MOST MUST CHANGE FROM WITHIN. A DIGITAL HERO IS REQUIRED

79. MOST EXECUTIVES DON’T USE SOCIAL NETWORKS OR SMART PHONES.
MANY DON’T EVEN READ THEIR OWN EMAIL.
SO TRYING TO CONVINCE DECISION MAKERS THAT THIS IS A WAR
FOUGHT ON THE BATTLEGROUND OF TECHNOLOGY IS IN AND OF
ITSELF FIGHTING A LOSING BATTLE.
BRIAN SOLIS | WHAT’S THE FUTURE OF BUSINESS, 2013
WHILST SENIOR MANAGEMENT MAY SUPPORT CHANGE
THEY MAY TO BE THE ONES TO DRIVE THE CHANGE.

80. DIGITAL TRANSFORMATION MUST INTERLINK
WITH ALL PARTS OF THE BUSINESS
Digital Transformation | Adrian Porter, Head of Strategic Research, Precedent 2013

81. AND TO GATHER SUPPORT IT MUST
DELIVER TO ALL PARTS OF THE BUSINESS
Digital Transformation | Adrian Porter, Head of Strategic Research, Precedent 2013

82. GENERATE IDEAS AND LOOK FOR THOSE IDEAS
THAT IMPACT ACROSS ORGANISATIONAL GOALS

83. AVOID STARTING WITH A HUGE TECHNOLOGY SOLUTION
INSTEAD LOOK FOR SMALL CHANGES THAT CAN DELIVER BIG IMPACTS

84. WE NEED TO DELIVER RECOGNISABLE AND MEASUREABLE BUSINESS
VALUE EVERY THREE TO FIVE MONTHS. THAT IS IMPERITIVE, OTHERWISE
WE LOSE CREDIBILITY AND TRUST.
Claes Mansson | Director, ICT Strategic Investment Programme , Monash University, 2013
UNDERSTAND HOW YOU WILL MEASURE BUSINESS VALUE
ESTABLISH BASELINES, CONSTANTLY MEASURE, OPTIMISE AND EVOLVE

85. NARRATING THE STORIES IS CRUCIAL
TO GATHERING SUPPORT FOR BIGGER CHANGE
Creating engaging online experiences for ACI ‘s customers, James Downes, UX Director, Precedent 2012

86. SO LET’S SAY YOU ARE OUR HERO…
WHAT’S THE JOURNEY GOING TO FEEL LIKE?

87. A HERO’S JOURNEY
CHANGING THE WAY BUSINESSES CREATE EXPERIENCES
INCEPTION
You see the need for change.
You feel as if more can be done.
You’re not sure its your responsibility and the
opportunity is bigger than you envisioned.
You question your calling.
Perhaps you refuse it.
Then you meet others who will empower
you…stand by you through change.
What’s the Future of Business | Brian Solis, 2013

88. A HERO’S JOURNEY
CHANGING THE WAY BUSINESSES CREATE EXPERIENCES
TRIBULATION
Change is met with hardship.
It’s unavoidable.
You start to feel the discomfort from leaving
your comfort zone.
Obstacles will arise; budget constraints,
politics, scepticism, tunnel vision, blatant
ignorance.
Stay true stay focused.
Your customers and employees are anxious
for you to succeed.
What’s the Future of Business | Brian Solis, 2013

89. A HERO’S JOURNEY
CHANGING THE WAY BUSINESSES CREATE EXPERIENCES
TRANSFORMATION
Buzz and excitement permeates the halls of
your business.
Employees hear about what you are trying to
do, they enquire how to be part of it or how
soon they’ll see the fruits of your labour.
To hold consensus takes frameworks and
processes. This sets the stage for how people,
teams, philosophies, and technology will
support the transformation.
It’s always darkest before dawn. There will be
pushback, more and more challenges.
Keep the team strong, you’ve come too far for
that.
What’s the Future of Business | Brian Solis, 2013

90. A HERO’S JOURNEY
CHANGING THE WAY BUSINESSES CREATE EXPERIENCES
REALISATION
To call this the last stage is misleading.
Transformation is continual, it becomes part
of your business model.
Here you learn and adapt accordingly.
You lift your head and notice that the people
inside and outside of the organisation are
noticing change.
Change is now constant.
Take this moment to revel in your journey.
Since you are the hero in this story, your
journey is just beginning.
What’s the Future of Business | Brian Solis, 2013

91. SO OVER TO YOU ONE LAST TIME…
How will you start your Hero’s Journey?

92. THE INTERNET IS AMONG THE FEW THINGS HUMANS HAVE BUILT THAT THEY
DON’T TRULY UNDERSTAND. IT IS THE LARGEST EXPERIMENT INVOLVING
ANARCHY IN HISTORY.
AS GLOBAL CONNECTIVITY CONTINUES ITS UNPRECEDENTED ADVANCE. MANY
OLD INSTITUTIONS AND HIERACHIES WILL HAVE TO ADAPT OR RISK BECOMING
OBSOLETE.
THE STUGGLES WE SEE TODAY IN MANY BUSINESSES, ARE EXAMPLES OF THE
DRAMATIC SHIFT FOR SOCIETY THAT LIES AHEAD.
AND WE’VE BARELY LEFT THE STARTING BLOCKS.
Eric Schmidt & Jared Cohen | The New Digital Age, 2013

93. WE SHOULD ALL BE CONCERNED ABOUT
THE FUTURE BECAUSE WE WILL ALL HAVE
TO SPEND THE REST OF OUR LIVES THERE.
Charles F. Kettering, American inventor and businessman

95. 120 experts
Strategy & research
Branding & communications
User-centred design
Development & hosting
Digital marketing

96. LONDON
EDINBURGH
CARDIFF
PERTH
MELBOURNE
HONG KONG

97. Who we work with

98. Leeds College of Music

99. Mobile first
Tesco Bank
- Design and User Experience for Mobile
- Usability testing
- Agile development and optimisation