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Daring to be_digital_London_290114
The document discusses the necessity of digital transformation for businesses, emphasizing that it is a fundamental change rather than a mere addition of e-commerce functionalities. It highlights five key themes for achieving digital transformation, including customer service, harnessing crowd wisdom, and evolving money models, while stressing that waiting to adopt these changes can lead to organizations becoming irrelevant. Success in digital transformation requires aligned organizational goals, continuous measurement of business value, and an understanding that transformation is an ongoing journey.
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Daring to be_digital_London_290114
- 1. MARK SHERWIN –GLOBAL COMMERCIAL DIRECTOR ROSE RILEY – HEAD OF SALES AND MARKETING (UK)
- 4.
- 5. Who we workwith
- 8. WE ARE EVOLVINGFROM A MARKETING CENTRIC TO BUSINESS WIDE VIEW OF THE WEB The Website Web strategy Digital strategy Digital transformation Business-wide impact Marketing centric
- 9. TODAY WE WILLEXPLORE WHAT IT MEANS TO ACHIEVE DIGITAL TRANSFORMATION 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’
- 10. THOSE ORGANISATIONS THATDO NOT FUNDAMENTALLY TRANSFORM ARE RAPIDLY BECOMING IRRELEVANT
- 11. DIGITAL TRANSFORMATION ISABOUT FUNDAMENTAL CHANGE 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
- 12. AND THERE ISNO POINT IN SIMPLY WAITING TO SEE WHAT OTHERS DO Innovators 2.5% Early Adopters 13.5% Early Majority 34% Keyur Patel & Mary Mccarthy | Digital Transformation, 2000 Late Majority 34% Laggards 16%
- 13. THOSE WHO DONOT INNOVATE WILL FALL IREVOCABLY BEHIND Innovators 2.5% Early Adopters 13.5% Early Majority 34% Keyur Patel & Mary Mccarthy | Digital Transformation, 2000 Late Majority 34% Laggards 16%
- 14. In a worldfilled with uncertainty, it’s easy to fall into a “wait and see” mind-set. But waiting and saying “no” has a cost just as high, if not higher, than saying “yes.” Because technology is increasing so fast and because we are in a period of rapid transformation are the exact reasons why you can no longer “wait and see” what will happen. Remember this: “If you don’t do it, someone else will.” And they’re doing it right now! Daniel Burrus, Flash Foresight
- 15. How is yourindustry being digitally disrupted?
- 16. WE’LL ALSO HELPYOU FIND YOUR INNER HERO…
- 17. WE’RE GOING TOEXPLORE 5 KEY THEMES 1. Customer service, the missing link 2. Harnessing the wisdom of crowds 3. New money models 4. The tricorder 5. The Internet of things
- 18. Customer service, themissing link
- 19. DESIRE INTEREST ADVOCACY INVOLVEMENT The AIDA reflection| Mark Sherwin, Precedent 2013 ACTION DELIVERY AWARENESS MARKETING CAN NO LONGER SIMPLY FOCUS ON AIDA IT MUST FOCUS ON AIDA AND ITS REFLECTION
- 21. OPTICAL EXPRESS -NOT JUST AN AGGRESSIVE ACQUISITION MODEL
- 22. OPTICAL EXPRESS -DELIVERY
- 23. OPTICAL EXPRESS -INVOLVEMENT
- 24. OPTICAL EXPRESS -ADVOCACY
- 25. OPTICAL EXPRESS -AIDA COMES FULL CIRCLE
- 26. LISTENING AND RESPONDINGIN A HUMAN WAY IS A GOOD START
- 27. TECHNOLOGY ENABLED CUSTOMERSERVICES
- 28. TECHNOLOGY ENABLED CUSTOMERSERVICES
- 31. Harnessing the wisdomof crowds
- 32. USES OF CROWDSOURCING Idea Generation Research & Development Financing Operations ?
- 33.
- 34. RESEARCH AND DEVELOPMENT- GOLDCORP
- 35. OPERATIONAL RUNNING -GIFF GAFF
- 36. TURNING ADVOCATES INTOSTAKEHOLDERS Idea generation Operations Stakeholders Financing Research and Development
- 37. How could yourbusiness harness the wisdom of crowds?
- 38.
- 39. CUSTOMERS WANT INCREASINGLYGRANULAR PURCHASING OPTIONS. MAKE THIS SIMPLE, FLEXIBLE AND VALUABLE AND THEY WILL RETURN
- 40. NEW PURCHASING MODELSCAN DRIVE NEW CONSUMER HABITS AND DELIVER GREATER RETURNS
- 41. TRADITIONAL ORGANISATIONS WILLBE USURPED BY THOSE OFFERING A MORE FLEXIBLE APPROACH TO ACCESS
- 42. TRADITIONAL ORGANISATIONS WILLBE USURPED BY THOSE OFFERING A MORE FLEXIBLE APPROACH TO ACCESS
- 43. TRADITIONAL ORGANISATIONS WILLBE USURPED BY THOSE OFFERING A MORE FLEXIBLE APPROACH TO ACCESS
- 44. TRADITIONAL ORGANISATIONS WILLBE USURPED BY THOSE OFFERING A MORE FLEXIBLE APPROACH TO ACCESS
- 45. TRADITIONAL ORGANISATIONS WILLBE USURPED BY THOSE OFFERING A MORE FLEXIBLE APPROACH TO ACCESS
- 46. THESE MODELS ARESTARTING TO PERFUSE INTO MORE NICHE APPLICATIONS AND SECTORS
- 47. THESE MODELS ARESTARTING TO PERFUSE INTO MORE NICHE APPLICATIONS AND SECTORS
- 48. FINANCING – NICHEGIVING
- 50.
- 51. EVERY EMPLOYEE WITH MORECOMPUTING POWER AT THEIR FINGER TIPS THAN THE SPACE SHUTTLE. ANYTIME…ANYWHERE
- 52. CONVERGENCE PUTS INCREDIBLEPOWER IN THE PALM OF OUR HAND Wired UK | 20 Years of Wired | June 2013
- 53. SMART PHONES CANNOW REPLACE MANY ANALOGUE PROCESSES AND DEDICATED DEVICES
- 54. SMART PHONES CANNOW REPLACE MANY ANALOGUE PROCESSES AND DEDICATED DEVICES
- 55. THEY ALSO OFFERTHE OPPORTUNITY TO PROVIDE NEW VIEWS ON TO EXISTING DATA USING CONTEXT TO STREAMLINE EXPERIENCES
- 56. AS DIGITAL WALLETSBECOME MORE MAINSTREAM THE MOBILE OFFERS HUGE EFFICIENCY AND PRODUCTIVITY BENEFITS
- 57. INTEGRATING DIGITAL WITHTHE PHYSICAL WORLD (PHYGITAL) CREATE INNOVATIVE NEW CUSTOMER SERVICE OPTIONS
- 58. TECHNOLOGY ENABLED SERVICEEXPERIENCES
- 59. TECHNOLOGY ENABLED SERVICEEXPERIENCES
- 60. TECHNOLOGY ENABLED SERVICEEXPERIENCES
- 61. INTEGRATING DIGITAL WITHTHE PHYSICAL WORLD (PHYGITAL) CREATE INNOVATIVE NEW CUSTOMER SERVICE OPTIONS
- 62. How will youfit into your staff and customers’ mobile lives?
- 63. The internet ofthings
- 64. NOT A FRIDGEWITH AN IPAD STRAPPED TO IT…
- 65. DIGITAL CAPABILITY ISNO LONGER RESTRICTED TO HIGH END COMMUNICATION DEVICES
- 66. NOT A FRIDGEWITH AN IPAD STRAPPED TO IT… 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
- 67. THIS CREATES HUGEOPPORTUNITY FOR NEW MULTI-INPUT, MULTI-OUTPUT DIGITAL INTERACTIONS
- 68. THIS CREATES HUGEOPPORTUNITY FOR NEW MULTI-INPUT, MULTI-OUTPUT DIGITAL INTERACTIONS Use case from The New Digital Age | Schmidt and Cohen 2013
- 69. THE INTERNET OFTHINGS IS PERVADING EVERY FACET OF OUR LIVES
- 70. BIG NAME BRANDSNEED TO ADAPT FAST TO SURVIVE
- 71. WHILST PERSONAL DEVICESMAY IN FACT MAKE UP AN INTERNET OF THINGS, COMMERCIAL AND MUNICIPAL APPLICATIONS HAVE MUCH WIDER DATA OPPORTUNITIES
- 72. Gotcha, but howdo I make that 15%?
- 73. FIRST WE MUSTARTICULATE WHAT IT MEANS TO EMBRACE DIGITAL TRANSFORMATION The Website Web strategy Digital strategy Digital transformation Business-wide impact Marketing centric
- 74. DIGITAL MUST MOVEFROM A MARKETING FUNCTION TO A BUSINESS-WIDE IMPERATIVE Daring to be Digital | Adrian Porter, Head of Strategic Research, Precedent 2013
- 75. AND TO GATHERSUPPORT IT MUST DELIVER TO ALL PARTS OF THE BUSINESS DIGITAL TRANSFORMATION Digital Transformation | Adrian Porter, Head of Strategic Research, Precedent 2013 DIGITAL TRANSFORMATION
- 76. GENERATE IDEAS ANDLOOK FOR THOSE IDEAS THAT IMPACT ACROSS ORGANISATIONAL GOALS
- 77. A STORY ISWORTH 10,000 WORDS
- 78. UNDERSTAND HOW YOUWILL MEASURE BUSINESS VALUE ESTABLISH BASELINES, CONSTANTLY MEASURE, OPTIMISE AND EVOLVE We need to deliver recognisable and measureable business value every three to five months. That is imperative, otherwise we lose credibility and trust. CLAES MANSSON | DIRECTOR, ICT STRATEGIC INVESTMENT PROGRAMME , MONASH UNIVERSITY, 2013
- 79.
- 80. The Digital TransformationEngine DISRUPTIVE LEADERS CEOs, CFOs, CMOs, CIOs, Chief Digital Officers Non Executive Directors Change Agents We MUST DIGITAL LEADERS THE CIUSTOMERS’ NEEDS DIGITAL NATIVES Digital Ambassadors Customer Experience Experts Creative Technologists Writers and Creators Learners We CAN’T DIGITAL MAKERS DIGITAL ENABLERS We CAN THE DIGITAL DISRUPTION THE CULTURE SHIFT BUSINESS NATIVES Product experts Customer experts Systems experts Data experts Governance experts
- 82. A HERO’S JOURNEY CHANGINGTHE WAY BUSINESSES CREATE EXPERIENCES INCEPTION You see the need for change. You feel as if more can be done. You’re not sure it’s 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
- 83. A HERO’S JOURNEY CHANGINGTHE 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
- 84. A HERO’S JOURNEY CHANGINGTHE 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
- 85. A HERO’S JOURNEY CHANGINGTHE 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
- 86. How will youstart your hero’s journey?
- 87. Transformation will notwait, pause, or stand aside while you think about it. There are three critical truths about business in this new era that you cannot afford to ignore; we might call them corollaries to the Golden Rule: 1) Transformation will happen. 2) If it can be done, it will be done. 3) If you don’t do it, someone else will. The message is clear: in the days, weeks, months, and years ahead, expect and plan for radical transformation. Daniel Burrus, Flash Foresight
- 88. WE SHOULD ALLBE CONCERNED ABOUT THE FUTURE BECAUSE WE WILL ALL HAVE TO SPEND THE REST OF OUR LIVES THERE. Charles F. Kettering, American inventor and businessman
Editor's Notes
- #5 Those 130 of us are spread across obviously here in Sydney, and studios in Melbourne, Perth, the UK and recently Hong Kong, where we are building on the IP and project experience we have built up in the Asian market over the last 5 years.Our studios act are independent full-service delivery teams, and act as individual centres of excellence specialising in mobile, strategy, or technical – ensuring we allow our clients to lead, rather than follow.
- #6 Here are just some of the clients we work with, from a digital vision and customer experience project with the City of Melbourne, a 3 year digital partnership leveraging the Sitecore platform with company directors, to a business-wide digital transformation programme at Monash University
- #7 Good news is…
- #8 You can gain competitive advantage through this understanding in any sector
- #9 Digital used to mean a desktop computer and a website for marketing purposes, But now, to truly take advantage of digital is to ingrain it in your organisations DNA, to have business-wide impact.In order to be transformational, an organisation’s digital agenda must be owned in the boardroom as a fundamental part of the corporate vision and strategy.If transformation is successful in delivering an exemplary user experience, or a unique product or service, then marketers can begin to spread the wordto target audiences using their own complementary marketing strategy, integrated with the broader vision.
- #10 So today we’re going to explore what it means to achieve digital transformation.Wikipedia define it as the third stage of embracing digital technologiesDigital competenceDigital literacyDigital transformationIn a nutshell, digital transformation means digital usages inherently enable new types of innovation and creativity in a particular domain, rather than simply enhance and support the traditional
- #11 The risks?Not adopting a business-centric view of the web is obvious. I put together a graveyard slide of companies in Australia and globally who have been too slow to react to using digital, and have been overtaken by the competition.Obviously these are retails organisations – often the first sector to get hit by changing business models and digital has disrupted – we’re seeing it across the education sectorDoes anyone have any examples from their own sectors that they can think of?
- #12 However, the transformational nature of digital isn’t anything new – Mary McCarthy for one has been talking about it for well over a decade, and this quote here sums it up perfectlyIF YOU THINK BEING 'IN E-BUSINESS' MEANS SUTURING ON ANE-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.
- #13 It used to be a perfectly viable strategy to let others innovate and take on the risks associated, and for your organisation to still comfortably in the late majority, and even the laggards could have a viable business.However, in the digital age we would argue that this isn’t a viable strategy anymore, and that adoption looks more like this…
- #14 And anyone who now thinks they can still hang around in the late majority and laggards section will end up on that graveyard slide.
- #15 MNo
- #16 You can gain competitive advantage through this understanding in any sector
- #17 MNo
- #18 Does anyone know what the tricorder is? If you do, please save it until later on in the session
- #19 First stumbling block in moving from being digitally strategic, to digitally digitally transformational is customer service.
- #20 We all know the traditional marketing model of Awareness, Interest, Desire, funnelling people through to Action.Well, this is no longer sufficient.We need to consider AIDA’s reflection: Delivery: How is the product or service being delivered to the individual and how can online improve thisInvolvement: Are you actively seeking to involve the customer through post purchase/action engagement such as asking for ratings/reviews, or providing value added servicesAdvocacy: How can you turn satisfied customers into online advocates for your brand
- #21 Its so easy to get this wrong…Love film and other internet successes have been instrumental in the downfall of less nimble business like Blockbuster, Seamless experience throughout, easy management of system through an intuitive interface, flexible subscriptions – even the option to have a payment holiday at the press of a button.But the fail comes when they make it hard to leave – with no option for online cancellation of an accountForcing you to phone an aggressive retention teamHard to leave = less inclined to rejoin.If a company allows online joining, it has to allow online cancellation.
- #22 Unexpected example of the reflection.Aggressive sales – low expectation of high quality customer service
- #23 Good email comms pre and post purchase. Value added through providing relevant, tailored information
- #24 Post purchase involvement:‘My’ optical express – feels personal. Encouraging involvement. Rewarding advocacy.
- #25 Tailored, intuitive platform.Ease of use with multiple routes to make the referral. Clear, substantial reward. Request for review – linked but not mandatory – encourages feeling of mutual give and take
- #26 Excellent online advocacy used on marketing site – volume of positive reviews enables a loop with advocacy feeding back into awareness
- #27 Excellent online advocacy used on marketing site – volume of positive reviews enables a loop with advocacy feeding back into awareness
- #28 The Yorkshire building society + Synthetix to provide valuable technology enabled customer serviceReplaced search with instant entry into smart FAQs
- #29 Wherever an answer isn’t available, it records and feeds this back, allowing continual improvementFurther than that, to enhance the customer journey it connects you to a real person who knows what you are searching for and what info you have already seen, so you don’t have to start from scratch again.This is resulting in stats like20% reduction in calls to call centres40% reduction in email enquiryThis frees up operational budget – meaning this doesn’t and shouldn’t be paid for by marketing – its real digital transformation.
- #30 Wherever an answer isn’t available, it records and feeds this back, allowing continual improvementFurther than that, to enhance the customer journey it connects you to a real person who knows what you are searching for and what info you have already seen, so you don’t have to start from scratch again.This is resulting in stats like20% reduction in calls to call centres40% reduction in email enquiryThis frees up operational budget – meaning this doesn’t and shouldn’t be paid for by marketing – its real digital transformation.
- #31 A good example of granular and flexible payment models is something I’m sure most of you are familiar with – buying music.A decade ago the choice was album or single. Now users can try before they buy, download whole albums, cherry pick tracks, or indeed subscribe to a service like Spotify or Napster to get single price access to all music. These expectations are starting to form customer expectations and they will demand similar in all aspects of their dealings with organisations.
- #32 Moving on a step from Customer Service – What can the public do for you?
- #33 This is nothing new
- #35 GoldCorp had owned the rights to the mine at red lake ontario for over 50 yearsCouldn’t find the goldMade the radical decision to crowd source by making their data publicGave out 400 megabytes of data and a $575 thousand prize fundExpected responses from elsewhere in the industry – got them from unexpected sources such as mathematicians, military offices, even new graduatesContestants identified 110 sites for potential targetsOf which 50% were new to GoldcorpOf those 80% yielded substantial quantities of goldTurning Goldcorp from a $100 million to a $9 billion company.
- #36 Taking crowd sourcing even furtherCompanies like Mechanical Turk and Giff GaffCrowd sourcing of the operational running of their businessRun by membersGain rewards by answering customer service questions, recruiting new customers, implementing marketing etc.
- #37 Tightening the loop of customer services and marketing Crowd sourcing has the power to turn customers and advocates into stakeholders.
- #38 Tightening the loop of customer services and marketing Crowd sourcing has the power to turn customers and advocates into stakeholders.
- #39 So, new money models.people are getting used to online commerce and one of the key outputs of this is the increased level of granularity, and flexibility of payment options – this is what they now expect.
- #40 A good example of granular and flexible payment models is something I’m sure most of you are familiar with – buying music.A decade ago the choice was album or single. Now users can try before they buy, download whole albums, cherry pick tracks, or indeed subscribe to a service like Spotify or Napster to get single price access to all music. These expectations are starting to form customer expectations and they will demand similar in all aspects of their dealings with organisations.
- #41 You can gain competitive advantage through this understanding in any sector
- #42 The CIM should have been the organisation delivering digital leadership in UK. Our colleague Mark Sherwin was running talks on what digital should mean for businesses as early as 1998 for CIM. However they had a walled garden approach. Their site told people about all the wonderful resources they had but these were only available to members at a premium membership price. E-consultancy came from no where – started less than a decade ago as a free blog, they started offering reports and as the value of these was recognised starting they started to adapt their business model.For only a small amount more than a single report you could become a member.This subscription model, with a permeable pay wall and the ability for customers to slowly build loyalty has resulted in a powerhouse that has trumped CIM in the digital arena – so much so that you can now do a degree with e-consultancy – run by Manchester Met Uni the brand power of e-consultancy means customers would rather purchase as part of e-consultancy than they would from the traditional educational institution
- #43 You can gain competitive advantage through this understanding in any sector
- #44 You can gain competitive advantage through this understanding in any sector
- #45 You can gain competitive advantage through this understanding in any sector
- #46 You can gain competitive advantage through this understanding in any sector
- #47 Mark talked about Kickstarter earlier, and it’s not just making money that’s granular, it’s sourcing funding as well.We’re working with a similar firm called Sponsorcraft with the University of Southampton – their twist is crowd funding for the education sector.It can raise funding for everything from a research project, to new facilities, or a student show. Much more engaging and relevant than previous funding approaches asking users to basically stick $30 into a $10 million project fund.
- #48 Mark talked about Kickstarter earlier, and it’s not just making money that’s granular, it’s sourcing funding as well.We’re working with a similar firm called Sponsorcraft with the University of Southampton – their twist is crowd funding for the education sector.It can raise funding for everything from a research project, to new facilities, or a student show. Much more engaging and relevant than previous funding approaches asking users to basically stick $30 into a $10 million project fund.
- #50 Good news is…
- #52 This is the tricorder. Startrek. Communications. Health diagnosis and healing. Transportation. The iphone does all of this with advanced comms, and apps for anything and everything inc health and lifestyle, and of course hailing a taxi.Most firms now have a smartphne enabled workforce – think of the opportunities this could bring.
- #53 Lovely illustration showing the evolution of hand held technologiesWith all these capabilities now existing in the smartphone
- #54 You can gain competitive advantage through this understanding in any sector
- #55 You can gain competitive advantage through this understanding in any sector
- #56 Environment agency, data being pulled in to show previous flooding damage areas so hotspots can be identified
- #57 Lemon card connects with accounting software to automatically manage expenses
- #58 You can gain competitive advantage through this understanding in any sector
- #59 HOINTERMens jeans shop in USABelieved that all men don’t hate shopping, so were curious to explore how they could make it betterNo pushy sales assistants,no confusing piles of clothes and no endless lines at the tills. Only one of each style of jeans is displayed on the shop floor.
- #60 Shoppers use a smartphone app to scan items they wish to try on, and choose a size and colour.Jeans arrive in 30 secondsIf they’re good, the customer swipes a card to pay and leavesMessage > Stock room > Tensioned cables drop jeans into fitting room > payment card swiped through a reader > and out they go
- #61 Understanding the pain points of the existing experience. Creating something unique and memorable – developing brand value and potentially saving on the staffing costs of servicing the store, not to mention the engagementopportunities opened up by exploiting digital
- #62 You can gain competitive advantage through this understanding in any sector
- #63 You can gain competitive advantage through this understanding in any sector
- #64 Everything we’ve covered so far should be on the immediate agenda of any organisation not wanting to be left behind in the digital ageBut now lets thing about some more aspirational issues, something for the roadmap perhaps
- #65 There was an early misconception that the internet of things was a device with an integrated web interface
- #66 Digital used to = desktop computeremergence of simple devices like raspberry pi – digital = everywhere, everything
- #67 There was an early misconception that the internet of things was a device with an integrated web interface
- #68 No one enjoys being woken by an alarm clock
- #69 But imagine you awake at the ideal moment in your sleep cycleambient lighting, the smell of freshly brewed coffee, and the sound of your favourite musicWith precisely the right amount of time needed to get to the office ready for a big meetingWell, this will happen because: there can be sleep sensors in your bed, monitoring your sleep cycle which iswirelessly connected to your calendar,Which has cross referenced the time you need to get to the office with your GPS against expected traffic patternsAll to determine when to wake you.The sensor has also alerted your automatic coffee machine, ambient lighting system and wireless sound system to co-ordinate the perfect start to the dayWhat’s exciting is that all this technology already exists – its just a case of linking it up
- #70 Digital used to = desktop computeremergence of simple devices like raspberry pi – digital = everywhere, everything
- #71 Big companies need to adapt fast to keep up with a rapidly changing market. British Gas have launched hive to enable remote control of heating, but will this be enough to stave off more sophisticated alternatives?
- #72 Technology like this already exists:San Francisco parking spot finder1 in 3 drivers in San Fran searching for a parking spotDetectors under every spot – made up of just a battery, radio antenna and magnetometerDetect when a car is above themMake data available about free spots to smartphone usersCity able to adjust cost to match demand
- #74 So what does it mean to implement digital transformation?
- #75 The digital project must become inherentlylinked to your business strategy, seen as a key enabling channel
- #76 You can gain competitive advantage through this understanding in any sector
- #77 And the best ideas are ones which show value for multiple business areas
- #79 MNo
- #82 MNo
- #83 You can gain competitive advantage through this understanding in any sector
- #84 You can gain competitive advantage through this understanding in any sector
- #85 You can gain competitive advantage through this understanding in any sector
- #86 You can gain competitive advantage through this understanding in any sector
- #87 MNo
- #88 MNo
- #89 MNo
- #90 Good news is…