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TRANSFORMING MODERN
BUSINESSES INTO DIGITAL LEADERS
01. INITIAL THOUGHT
|| Background || 2016
“40% of businesses, unfortunately, will not exist in a
meaningful way in 10 years.
70% of companies will attempt to go digital but only 30%
of those will succeed.
If I’m not making you sweat… I should be.”
- John Chambers, CEO, Cisco
02. DIGITAL BUSINESS – what does it mean?
|| Background || 2016
Business
ModelsCustomer
Experiences
Operational
Efficiencies
Solving problems with digital technology solutions within your…
“Gartner Research Inc. predicts that by 2020, 75% of business will be digital
businesses or preparing to become one.”
Digitally-Modified Business
New Business Models
Unified Platforms
Networked Economies
Distributed Insights
Customer Understanding
Pre- and Post- Product Support
Top-Line Growth
New Services + Products
Digital Customer Touchpoints
Process Optimizations
Employee Productivity
Performance Management
Advanced Decision Making
Predictive Intelligence
Largest taxi
company,
owns zero
taxis.
Largest
media
company,
owns zero
content.
Largest
hotelier,
owns
zero real
estate.
Most valuable
retailer, owns
zero
inventory.
Largest travel
agency
brands, owns
zero travel
companies.
03. Disrupt Or Be Disrupted
|| Background || 2016
Digital Platforms are eating the world…
What is the dominant player in your segment up to, digitally?
How many of you think you are the market leader?
04. WHY SHOULD YOU CARE?
|| Background || 2016
2 Questions for you:
FIRST: do you believe that 52% of the Fortune 500 firms since
2000 — who are GONE NOW — were too big or powerful to lose?
Every day… digital startups who are leaner, faster, and more agile raise MILLIONS of
dollars and are stealing your business and killing you on profit margins. Do you accept
this as your slow and painful demise?
SECOND: do you believe throwing more humans at problems and
moving slower is the way of the future?
Businesses or strategies that were flattened by digital disruption:
Blockbuster, Circuit City, RadioShack, Gateway, Sony, Barnes & Noble, and many more....
|| Background || 2016
05. Why Now: Where Are You On The Scale?
6 Orgs of the Digital Age: It’s about choice and mindset.
We are
here?
Walking
Dead
SaaS /
Platform
Digitally-
Driven
Tech Dependent
(Bound or Enabled)
Tech
“Startup”
Need to
‘Go Digital’
Today, software is eating the world, and is constantly being integrated into
every nook and cranny of our economy, society, and personal lives.
The best modern day businesses respond to unforeseen changes and
uncertainty by their ability to anticipate and adapt to constant change.
Your success is dependent on adjusting to new ways of thinking, learning,
and doing to unleash the full potential of digital’s critical function.
Only organizations who are intentional about their digital future will thrive with
capabilities built for the long term.
The best modern day brands respond to unforeseen changes and
uncertainty with their ability to anticipate and adapt to constant change.
Survival is dependent on adjusting to new ways of thinking, learning, and
doing to unleash the full potential of digital’s critical function.
|| Background || 2016
06. Welcome to… The Business of Software
|| Background || 2016
07. YOUR TRANSFORMATIONAL MINDSET
‘Being Digital’ is NOT Software, It’s a Mindset.
CURRENT STATE while evolving to… FUTURE VALUE
• Authentic Brand Promises
• Radical Transparency
• Lead with Intent
• Unified + Networked Platforms
• Relevant at the right-time
• Shared Understanding from
leadership through entire culture
08. OBSTACLES TO PROGRESS
Cost ControlSplit PrioritiesUnderstanding Gap
Legacy tactics combined with
your own organization’s
complexity is working against
you. There’s new ways of
thinking, learning, being and
doing for the Digital Age.
Conflicting and competing
missions based on JOB FUNCTION
and INDUSTRY. The business of
software is completely different
than traditional businesses.
By now, technology should be
capturing business value through
mobile, social, cloud, big data
and analytics. Unfortunately,
software is shrouded in
confusion, viewed as a cost
center, and punished with
inadequate funding.
Regardless of your lifecycle, your company MUST become
digitally adaptive to have the ability to grow and scale.
|| Background || 2016
09. OBSTACLE TO PROGRESS: Traditional Sourcing
|| Background || 2016
Traditional service models –
• staff augmentation
• general consulting
• offshoring
• development shops
• digital marketing agencies
• design studios
– don’t work anymore.
10. OBSTACLE TO PROGRESS: Traditional IT
|| Background || 2016
Traditional business models must
be reinvented to stay relevant in
the 21st Century.
This takes new programs,
technologies, and the ability to
adjust to new meaningful ways of
adapting to emerging
opportunities.
• Service providers that advance
value propositions instead of
eating budgets.
• CIO + CxO Partnership
• Digital Age sourcing models for
Delivery Risk, Benefit + Value
• New contract models for
governance
11. OBSTACLE TO PROGRESS: Traditional Literacy
|| Background || 2016
CIOCFO
COOCMO
CEO
The entire organization is finding creative ways to add
business value through software, and forcing it on IT.
No one has time to think about the economic impact.
12. Our Purpose
|| Background || 2016
We are the Digital Business Transformation partner of choice helping traditional
businesses reimagine business models, redesign experiences and automate operations
….for modern 21st Century organizations.
The ONLY strategy +
execution firm that
can deliver this.
DIGITAL BUSINESS
MANAGEMENT™
Vision Governance,
IT-Business Strategy +
Cultural Alignment
INTELLIGENT ANALYTICS
Real-time transparency
for digital orgs
BUSINESS +
SERVICE DESIGN
Human-centric design
experiences to enhance:
DIGITAL EXECUTION
User Experience Design,
Software Engineering,
and R&D
- Business Models
- Experiences
- Operations
Products
that
Matter
Valuable
Ideas
Delivered
Innovations
People
Love
Better
Strategy
Decisions
13.
14. Business Model, Customer Experience, Operations
BUSINESS
OUTCOMES BUSINESS
OUTCOMES
|| Background || 2016
|| Background || 2016
15. Helping People Make Smarter Software Decisions
Cost + Quality
Transparency
Economic
Impact Reporting
Vendor Value
Indexing
Predict + Manage
Future Strategy
You wouldn’t invest in the stock market without
proper information on companies and value….
Yet, companies invest millions per year in software
and truly don’t understand what they’re getting.
16. HOW TO START
|| Background || 2016
Digital Maturity Assessment
feature[23] combines objective analysis with vast software experience to help
modern businesses reimagine their businesses through digital channels. This
new mindset requires shared vision, organizational leadership, and cultural
transformation to unleash the full potential of digital’s critical function.
Accelerate Speed-to-Market
The best software teams not only reduce costs, but improve and develop
capabilities that enable innovation and agility to deliver business value at
higher quality. This takes disrupting outdated practices and a focus on
transforming business models, experiences, and operations.
Cost + Quality Transparency
Learn to harness complex software cost and quality economics for a leaner,
smarter + faster business for the long term. Proactively manage your portfolio
of digital technology investments instead of chasing surprises.
Better Digital Portfolio Value
Synch strategy with decision making to ensure that your company is
accomplishing objectives based on who you are today so you can anticipate and
adapt towards a healthy future state of who you'll need to be tomorrow.
17. CLIENTS - 1
|| Background || 2016
18. CLIENTS - 2
|| Background || 2016
19. Are you the “Walking Dead”?
“Digital Darwinism is unkind to those who wait.”
– Ray Wang, Disrupting Digital Business
|| Background || 2016
Digital Business Transformation | Strategy + Execution

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Digital Business Transformation | Strategy + Execution

  • 2. 01. INITIAL THOUGHT || Background || 2016 “40% of businesses, unfortunately, will not exist in a meaningful way in 10 years. 70% of companies will attempt to go digital but only 30% of those will succeed. If I’m not making you sweat… I should be.” - John Chambers, CEO, Cisco
  • 3. 02. DIGITAL BUSINESS – what does it mean? || Background || 2016 Business ModelsCustomer Experiences Operational Efficiencies Solving problems with digital technology solutions within your… “Gartner Research Inc. predicts that by 2020, 75% of business will be digital businesses or preparing to become one.” Digitally-Modified Business New Business Models Unified Platforms Networked Economies Distributed Insights Customer Understanding Pre- and Post- Product Support Top-Line Growth New Services + Products Digital Customer Touchpoints Process Optimizations Employee Productivity Performance Management Advanced Decision Making Predictive Intelligence
  • 4. Largest taxi company, owns zero taxis. Largest media company, owns zero content. Largest hotelier, owns zero real estate. Most valuable retailer, owns zero inventory. Largest travel agency brands, owns zero travel companies. 03. Disrupt Or Be Disrupted || Background || 2016 Digital Platforms are eating the world… What is the dominant player in your segment up to, digitally? How many of you think you are the market leader?
  • 5. 04. WHY SHOULD YOU CARE? || Background || 2016 2 Questions for you: FIRST: do you believe that 52% of the Fortune 500 firms since 2000 — who are GONE NOW — were too big or powerful to lose? Every day… digital startups who are leaner, faster, and more agile raise MILLIONS of dollars and are stealing your business and killing you on profit margins. Do you accept this as your slow and painful demise? SECOND: do you believe throwing more humans at problems and moving slower is the way of the future? Businesses or strategies that were flattened by digital disruption: Blockbuster, Circuit City, RadioShack, Gateway, Sony, Barnes & Noble, and many more....
  • 6. || Background || 2016 05. Why Now: Where Are You On The Scale? 6 Orgs of the Digital Age: It’s about choice and mindset. We are here? Walking Dead SaaS / Platform Digitally- Driven Tech Dependent (Bound or Enabled) Tech “Startup” Need to ‘Go Digital’
  • 7. Today, software is eating the world, and is constantly being integrated into every nook and cranny of our economy, society, and personal lives. The best modern day businesses respond to unforeseen changes and uncertainty by their ability to anticipate and adapt to constant change. Your success is dependent on adjusting to new ways of thinking, learning, and doing to unleash the full potential of digital’s critical function. Only organizations who are intentional about their digital future will thrive with capabilities built for the long term. The best modern day brands respond to unforeseen changes and uncertainty with their ability to anticipate and adapt to constant change. Survival is dependent on adjusting to new ways of thinking, learning, and doing to unleash the full potential of digital’s critical function. || Background || 2016 06. Welcome to… The Business of Software
  • 8. || Background || 2016 07. YOUR TRANSFORMATIONAL MINDSET ‘Being Digital’ is NOT Software, It’s a Mindset. CURRENT STATE while evolving to… FUTURE VALUE • Authentic Brand Promises • Radical Transparency • Lead with Intent • Unified + Networked Platforms • Relevant at the right-time • Shared Understanding from leadership through entire culture
  • 9. 08. OBSTACLES TO PROGRESS Cost ControlSplit PrioritiesUnderstanding Gap Legacy tactics combined with your own organization’s complexity is working against you. There’s new ways of thinking, learning, being and doing for the Digital Age. Conflicting and competing missions based on JOB FUNCTION and INDUSTRY. The business of software is completely different than traditional businesses. By now, technology should be capturing business value through mobile, social, cloud, big data and analytics. Unfortunately, software is shrouded in confusion, viewed as a cost center, and punished with inadequate funding. Regardless of your lifecycle, your company MUST become digitally adaptive to have the ability to grow and scale. || Background || 2016
  • 10. 09. OBSTACLE TO PROGRESS: Traditional Sourcing || Background || 2016 Traditional service models – • staff augmentation • general consulting • offshoring • development shops • digital marketing agencies • design studios – don’t work anymore.
  • 11. 10. OBSTACLE TO PROGRESS: Traditional IT || Background || 2016 Traditional business models must be reinvented to stay relevant in the 21st Century. This takes new programs, technologies, and the ability to adjust to new meaningful ways of adapting to emerging opportunities. • Service providers that advance value propositions instead of eating budgets. • CIO + CxO Partnership • Digital Age sourcing models for Delivery Risk, Benefit + Value • New contract models for governance
  • 12. 11. OBSTACLE TO PROGRESS: Traditional Literacy || Background || 2016 CIOCFO COOCMO CEO The entire organization is finding creative ways to add business value through software, and forcing it on IT. No one has time to think about the economic impact.
  • 13. 12. Our Purpose || Background || 2016 We are the Digital Business Transformation partner of choice helping traditional businesses reimagine business models, redesign experiences and automate operations ….for modern 21st Century organizations.
  • 14. The ONLY strategy + execution firm that can deliver this. DIGITAL BUSINESS MANAGEMENT™ Vision Governance, IT-Business Strategy + Cultural Alignment INTELLIGENT ANALYTICS Real-time transparency for digital orgs BUSINESS + SERVICE DESIGN Human-centric design experiences to enhance: DIGITAL EXECUTION User Experience Design, Software Engineering, and R&D - Business Models - Experiences - Operations Products that Matter Valuable Ideas Delivered Innovations People Love Better Strategy Decisions 13.
  • 15. 14. Business Model, Customer Experience, Operations BUSINESS OUTCOMES BUSINESS OUTCOMES || Background || 2016
  • 16. || Background || 2016 15. Helping People Make Smarter Software Decisions Cost + Quality Transparency Economic Impact Reporting Vendor Value Indexing Predict + Manage Future Strategy You wouldn’t invest in the stock market without proper information on companies and value…. Yet, companies invest millions per year in software and truly don’t understand what they’re getting.
  • 17. 16. HOW TO START || Background || 2016 Digital Maturity Assessment feature[23] combines objective analysis with vast software experience to help modern businesses reimagine their businesses through digital channels. This new mindset requires shared vision, organizational leadership, and cultural transformation to unleash the full potential of digital’s critical function. Accelerate Speed-to-Market The best software teams not only reduce costs, but improve and develop capabilities that enable innovation and agility to deliver business value at higher quality. This takes disrupting outdated practices and a focus on transforming business models, experiences, and operations. Cost + Quality Transparency Learn to harness complex software cost and quality economics for a leaner, smarter + faster business for the long term. Proactively manage your portfolio of digital technology investments instead of chasing surprises. Better Digital Portfolio Value Synch strategy with decision making to ensure that your company is accomplishing objectives based on who you are today so you can anticipate and adapt towards a healthy future state of who you'll need to be tomorrow.
  • 18. 17. CLIENTS - 1 || Background || 2016
  • 19. 18. CLIENTS - 2 || Background || 2016
  • 20. 19. Are you the “Walking Dead”? “Digital Darwinism is unkind to those who wait.” – Ray Wang, Disrupting Digital Business || Background || 2016