Digital Enterprise Transformation is a complex process that requires aligning technology and business models to better engage digital customers. The document provides an overview of digital transformation, including: 1) Defining digital transformation as realigning technology and business models to engage customers at every touchpoint through the customer experience lifecycle. 2) Outlining the benefits of digital transformation such as being more profitable, having higher market valuation, and generating more revenue based on industry experience. 3) Detailing the key aspects that must be considered when undergoing digital transformation, including people, processes, technology, and ecosystem partnerships.

1. Digital Enterprise Transformation
A Roadmap
A Presentation By
Nityo Infotech
April 2016

2. The background context...
to go Digital

3. Forums – Usenet in the 70s, web based forums & bulletin board services start ‘94 – online journals ‘94
95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15
Being Digital – Nicholas Negroponte – moving atoms to bits – published Jan ‘95
Wikis – Ward Cunningham installs first wiki Mar ‘95
Blogging – term “weblog” Dec ’97, “blog” used as noun and verb Peter Merholz Apr ‘99
Wikipedia – opens Jan ‘01
WordPress – first released May ‘03
LinkedIn – launches May ‘03
Flickr – launches Feb ‘04, acquired by Yahoo Mar ‘05
Facebook – launches Feb ‘04
iPhone – announced Jan ‘07, available Jun ‘07
iPad – launches Apr ‘10
Twitter – 1st tweet Mar ‘06, SXSW Mar ’07, Apr ‘07
Instagram – Oct ‘10
Snapchat – Jul ‘11
Tumblr – Feb ’07
WhatsApp – Feb ‘09
Pinterest – Mar ‘10
20 years of a World Gone Digital
The development of social media,
social networks , Cloud and
mobile computing
YouTube – launches Feb ’05, acquired by Google Oct ‘06
Skype – launches Aug ’03, acquired by eBay ‘05, Microsoft May ‘11

4. We are living in a hyper connected world...
It’s time for Businesses to be Digital
Every 60 Seconds

5. The Leaders are Challenged often…
by smart Digital businesses

6. Fortune 500 are not spared too…

7. Digital Disruption is Stronger and Faster
1/10th the cost
Source: Assess your digital disruption Readiness Now - Corinne Munchbach, Forrester Research
10 x the innovators
WebDisruption
DigitalDisruption
100 x the power
1001

8. What is a Digital Enterprise?
And Digital Transformation?
How do they help our business?

9. Let’s Define Digital Transformation...
 The re-alignment of, or new investment in,
technology and business models to more
effectively engage digital consumers at every
touchpoint in the customer experience lifecycle
 The goal of digital transformation is to make businesses
relevant in a digital era while growing opportunities
and profits, as well as scaling efficiently in the process.

10. Customers don’t see departments; they see one brand. These
new “digital strategists” serve to optimize the entire customer
journey and aid in delivering real results against over-arching
business goals. That’s the essence of digital transformation.
Digital transformation
represents the quest to
understand how
disruptive technology
affects the digital
customer experience.

11. Mobile and real-time
marketing join social in
disrupting business
models that cannot keep
up with more connected,
nimble, and informed
customers.

12. The Key for business success in a Digital world is...
Consistent Customer Experience across all channels
Today’s digital customer expects
a relevant and delightful customer experience
at all times and across all channels
Source: Accenture Interactive

13. What to expect...
What is the experience so far?
What to expect from Digital...
• Follow your customer always…
• Better Customer Experience…
• Lower Cost Per Acquisition
& Per transaction…
• Higher margins…
• Drives more business & operational
efficiencies
Industry’s experience so far...
• “Digirati” are 26% more
profitable
• Enjoy 12% higher market
valuation
• Generate 9% more revenue

14. Other Benefits from Digital Transformation

15. The Digital Enterprise Wave
ride it
or go under!

16. How do we go about the Digital
Transformation for our business?

17. Digital Enterprise eco system...

18. Assess where your business stands today...
Foundation Intermediate Advanced World Class
Emergent Managed Optimised
Pioneers, driven
by personal
interest
Transformed
Companies that
achieve Digital
Excellence out-
perform their peers
in innovation,
agility and
responsiveness
People
Process
Technology
Inadequate
measurement,
ineffectivecontrol
anddirection
Legacy systems,
poorly designed,
difficult to operate
All necessary people
knowledgeable and
engaged
Strategic direction in
silos, some identified
targets, some formof
measurement
Some integrated
systems part-managed
or auto- mated , fit--
for-purpose
All necessary people
knowledgeable,
engaged directed and
managed
Fully integrated
systems, designed to
specification and fully
fit-for-purpose
Strategicdirection,
targets, planned
measurement and
response

19. Building Blocks for…
a strong and sustainable Digital Enterprise
Digital
Technology
Vision &
Strategy
Digital
Technology
Capabilities
Digital
Technology
Architecture &
Governance
Digital
Applications/
Apps
Digital
Infrastructure
DigitalBusiness
Vision&Strategy
DigitalProducts&
Services
DigitalBusiness
Processes
DigitalBusiness
OperatingModel
DigitalBusiness
Capabilities
DigitalBusiness
Culture
DigitalBusiness
Model

20. Key aspects to be considered and
key steps & actions involved

21. Center of Gravity is shifting towards customer…
Center of gravity is the IT
infrastructure
Center of gravity is the
customer
Copyright © 2015, Intellyx, LLC21
PhotoCredit:seanfonellihttps://www.flickr.com/photos/seanoneill/
The Cloud World
The Digital World

22. • Responsiveness
– Tactical value
• Resilience
– Risk mitigation
• Innovativeness
– Strategic value
Ability to respond to change in the business environment
and leverage change for competitive advantage is key
imperative to be in business…
1. Social, Mobile & Real-Timeare causing significant disruption
2. Digital Transformation isbecoming a priority for organizations
3. Digital Transformation isdriven largely by customer behavior
4. Digital Transformation isbased on 3 key elements: leadership, optimizing
customer experience, and a digital experience ‘swat team’

23. The DET process should be executed incrementally,
and iteratively using Agile methodologies
Prioritized EDT solutions should implemented in an iterative and incremental manner
People
Tech
Implementation
Complete
Digital
Solution 1
Digital
Solution 2
Digital
Solution 3
Digital
Solution 4
Implementation in
process
Agile methodology is used in the development
of the digital solutions
Digital
Priorities
Update
Product
Backlog
AGILE
DEVELOPMENT
Create Sprint
Backlog
Prepare People,
Technology & Org
Structure feature by
feature
Implement
Digital Solution
incrementally
and iteratively
feature by
feature
Sprint
Review
Prioritized bucketlist
of features, bugs
and development
work by the Product
Manager
A list of prioritized
features to be built
for the next sprint
Digital Capabilities
should be augmented
incrementally to enable
the implementation of
the feature being
currently built
Review for early
warning of broken/
incompatible
features
Incremental execution of prioritized digital solutions
Process
Skills
Web
Metrics
Continuous Tracking
Training
Cloud
Performance
Execution
Mobile
Results
Delivery
Social
Iteration

24. The End-to-End Digital Challenge
• Digital technology begins at the customer
touchpoint
• Web & mobile apps include numerous third-
party services
– Generally run in cloud
• Apps connect to back end databases & systems
of record
– In cloud & on premise

25. Technology
People
Processes
Ecosystem
Connect
C
A
B
D
• Introduce Digital Roles
• Hire/acquire talent from digital hotspots
• Foster Product Development Capabilities
• Create Alternative Technical Career Paths
• Implement
• Distributed Agile
• Scaled Agile Framework
• Implement agile, quick-turn around IT
environment
• Introduce New Age Technology and Tools
• Establish partnerships with:
• Cutting Edge Technology Companies
• Service Providers with a Digital DNA
• New Age Start Up
• Universities with Digital Focus
Key enablers in Digital Transformation Journey

26. Right planning & efficient execution essential...
in the digital transformation journey
•Learning industry best-
practices
•Determining key
enabling technologies
•Understanding internal
& external data sources
•Strategies, initiatives
and activities of
digitally native
enterprises & start-ups
•Evaluating current
state & desired state
of business initiatives
and prioritizing them
in terms of:
• Business Impact,
Benefits and Risk
• Ease of
Implementation:
People, Structure &
Technology
•Determining a step-
by-step Road-map
for creating a digital
enterprise:
• People
• Processes
• Infrastructure
• Ecosystem
• Connectivity
• Integration
• Phase wise
implementation of
digital solutions
incrementally and
iteratively along
with the required
IT infrastructure
for those solutions
Knowledge
Build EDT knowledge
base and understand
possibilities
Digital Priority
Assess business & digital
priorities
Org. Readiness
Establish a step-by-step
framework for digital
readiness
Implementation
Implement digital
solutions incrementally
and iteratively
1 2 3 4

27. Beware of the myths…

28. Well-defined team structure & activities...
Help drive the DET initiative to success & resultant benefits
Close
Collaboration
SMAC-skilled
technologists
User
Experience
Experts
Other Skills-
REST APIs,
Linux, etc.
SCRUM
Master,
DevOps and
other Agile
roles
CEO
Chief
Information
Officer
Chief Digital
Officer
Cross-
Functional
Digital
Strategy
Team
1 Define
• The HR, BU Leaders, CDO & the CIO should Define &
design DT structure, design collectively
• Determine program structure and focus areas
keeping in mind business requirements, existing &
required talent, presence of CoEs
• Ascertain Delivery model: Internal, External,
outcome based outsourcing, Impl. partners
2
Allocate
Dollars
• Allocate budget to implement DT program
• Budget could come from the IT, Marketing, the CDO,
CFO for different phases of the DT program
3
Spread
Awareness
• Actively spread organization-wide awareness on the
purpose of the program and its goals
4 Implement
• Implement the program in Agile frameworks,
customer relevance, tools , frameworks , acquire
required skills domain knowledge
• Deploy innovative methods to fast execution and
showing positive results, outsource, take on board
products & integration partners appropriately as
may be required. Replicate the model for next level
of maturity
5 Assess
• Assess success for program as well as employees
• Metrics for program evaluation include alignment to
business, customers, suppliers, employees
• Use Analytics, Metrics , results to be make the
system more robust, fail-proof, efficient, larger scale,
by adding more channels, adding more skills etc.
Digital L&D
Team
Digital
Effectiveness
Monitoring
Team

29. Enterprises need to establish Platform, products,
integration partnerships across the ecosystem…
Partnerships
Solutions/Services
Providers
University/Resea
rch Connects
Platform
Partners
StartUp
Connect
1 2
43

30. Changes the Digital Transformation
Brings along...

31. Changes in a Digital Enterprise...
...Customers
 Experience will be critical
throughout the entire customer
lifecycle
 Most buying decisions will be made
before contacting vendor
 Most purchases will be done online
 Marketing will have to be relevant -‐
utilize location, situation, and
presence

32. Changes in a Digital Enterprise...
...Employees
By 2020, majority of the workforce
will be digital natives
The workplaces of the future will
be:
 Social rather than hierarchical
 Ideas are what’s valued
 Flexible, mobile, global
 Technology savvy

33. Changes in a Digital Enterprise...
...Suppliers
#AIIM14
 Digital enterprise will create a
demand for a real-timevalue
chain integrating with suppliers,
agents, and business partners
 Fast, agile, and accurate supply
chain will become critical for
customer experience

34. Changes in a Digital Enterprise...
Collaboration & Partnering
The CIO needs to partner with
Sales and Services to help them
open more doors, close more
business and achieve higher
levels of customer satisfaction

35. “It’s important to make
everyone feel they have
‘skin in the game’ for
digital transformation to
work across
departments. We use
RASCI to organize roles
and define how we
share different assets in
disparate channels to
stay well integrated.”
- Perry Hewitt, CDO, Harvard

36. Digital Enterprise Fabric...
Digitization
Social
Governance
Applications
Security
Processes
Integration
Experience

37. The shift to Digital Business...
How do we build it?
• Enterprise 2.0 → Social Business → Digital Transformation
• Social technology - markets are conversations
• Cloud technology drives scale, reduces cost
• Mobile technology increases reach, penetration
• Analytic technology increases focus, impact
• It’s about much more than technology
Nexus of forces3rd Party Platforms Big wheel of Disruption

38. Information Management in a Digital Enterprise
 Mobile Access
 Social Engagement
 Sensors & Wearable Devices
 Digital Financial Models and Transactions
 Connected Devices
 Digital Content Management
Discovery Business
Process
Management
Enterprise
Content
Management
Customer
Experience
Management
Information
Exchange

39. Transforming the Enterprise
Digital
Maturity
Assesment
Digital
Strategy
Digital
Program
Management
Digital ‘Fabric’
Gap Analysis
Experience
&
Engagement
Digital Foundation
Transformation
Framework
Business Case(s) Digital Business Models Digital Architecture Digital Asset Maturity
Competitive Threat ‘Mobile-first’ impact
Program Execution
& Management
Hyper-connected,
multi- model access
Assess Strategize Execute Transform

40. Digital Transformation is driven
by emerging technologies ...
DESIGN FOR DIGITAL
• We may categorize technology trends in 6 distinct
clusters, aiming to better understand and position an
abundance of new technologies
• Each cluster consists of 5 technology trends
• Each trend is described through actions to take, tools
to consider and insights to gather
• There are also 7 design principles (Design for
Digital) that should be considered and applied
throughout
• Depending on the challenge an enterprise wants to
address, relevant building blocks are selected and
woven together in Digital Transformation story lines
• These story lines can be used to discuss, test,
validate and strategize

41. .. The technology clusters ...
• YOU EXPERIENCE: creating a highly individualized user
experience for customers, employees and partners,
leveraging multiple channels, notably mobile
• COLLABORATE: building on the power of social media
to connect, create and interact in new ways
• THRIVING ON DATA: getting actionable insight and
business value from structured and unstructured data
outside and inside the enterprise
• PROCESS ON THE FLY: adding the next level of agility and
manageability to enterprise processes
• SECTOR AS A SERVICE: rebuilding core applications into a
standardized catalogue of enterprise business services
• INVISIBLE INFOSTRUCTURE: transforming the IT
infrastructure towards a true utility that provides the
foundation for technology-driven change
DESIGN FOR DIGITAL

42. .. each with unique change challenges ..
• Outside-in perspectives. New ways of understanding and
reaching out to clients, partners and employees. Leveraging
all new channels. High speed. Organic growth. Potential
change of business model. Possible cannibalization.
• Creating better business capabilities by transforming data
into actionable insight and new value. Better sensing of
crucial outside and inside events. Enhanced abilities to
immediately respond to changing circumstances. Business
proximity.
• Rebuilding the foundation for technology-driven business
change. Cost reduction. Simplification. Extreme
rationalization. Integration, orchestration and platforms.
Catalogue-based delivery of services. Redefining the IT
department.
DESIGN FOR DIGITAL

43. Some Digital Enterprise Examples
• Burberry: Connected in-store experience
• Nike: Customer Engagement
• Volvo: Digital CRM
• Harrah’s: Location-based marketing
• Starbucks: Mobile payments, loyalty points, incentives
• Virgin America: Twitter-based customer service
• L’Oreal: Customer engagement channels
• Intel: Recruiting via Social Media
• P&G: Improved productivity and enterprise innovation

44. Digital transformation isn’t
an end goal; it’s a
continuous journey. It’s the
result of learning more
about the relationship
between technology and
customer behavior to earn
relevance among them.

45. How Nityo can help your business
transform into a Digital Enterprise

46. Nityo’s Digital Enterprise service offerings
- Consulting
• Develop a Business case for your business:
– Assess as-is state of your digital readiness, identify to-be state and create
a business assessing budgeting and costing details.
• Create Digital Enterprise Transformation Strategy and
Roadmap
– Assess as-is state of your digital readiness, identify to-be roadmap, Create
DET strategy, plan and roadmap, identify phases and timelines for
implementation
• Program manage end-to-end digital transformation
initiative
– Create business case, road map, identify the right technology platforms,
solutions, integration requirements, identify vendors, and oversee
implementation of end-to-end DET program, create new business
processes

47. Nityo’s Digital Enterprise service offerings
- Technology Solutions implementation
• Develop DET architecture plan and Implement the plan
– Create unified master Architectural framework, covering technologies
namely Networks, Mobility, Analytics, Cloud, Security, Social. Implement
the identified technology solutions stack and roll it out across the
organization and functions in a phased manner.
– Implement SMAC (Social, Mobility, Analytics, Cloud)
frameworks/solutions/Integration process or implement Big Data or
Artificial Intelligence solutions as may be specifically required for your
business.

48. Nityo’s end-to-end Digital Enterprise service offerings
- Services
• Create Digital marketing infrastructure, integrate with your
back-end systems, and payment methods, and perform Digital
Marketing services and activities for your business.
• Implement, maintain and support your SMAC infrastructure
and applications with our onsite, near-shore and offshore
resourcing and service delivery models