The document discusses digital transformation and the new digital workplace. It identifies three major building blocks that are transforming customer experience: mobile revolution, social media, and hyper digitization. It also suggests that digital strategies can transform internal processes through automation and performance management. A business model is how a company generates revenue, and it can be improved digitally by finding ways to augment physical offerings with digital ones. Digital transformation requires strong leadership to drive change at all levels and focus on organizational readiness for change.

1. The Amaté platform
Digital Transformation
April 1, 2016
- Preliminary Draft -
Innovation Management
Is a State of Mind

2. Agenda
I. CHAT
II. The New World of Work
III. Productivity today
IV. Digital Workspaces
V. The Building Blocks
VI. The Value Proposition
VII. Market metaphores
VIII. The value architect™
IX. Conclusion and Perspectives
Introduction Modeling ConstructionPerception

3. What are the three major building blocks that
are digitally transforming the customer
experience? Can you give an example of
each?
Which examples do the authors give of
transforming internal processes through
process digitization?
The article also suggests that digital
strategies can transform corporate business
models. What exactly is a business model
and how can it be improved digitally?
The authors argue that digital transformation
requires strong leadership to drive change.
Which level of leaders are they referring, and
on what do they need to focus?
Introduction Modeling ConstructionPerception

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5. Economic transformation: The transformation from a manufacturing-
based economy to a services-based economy now underway
throughout the developed world will accelerate.
One World of Business. Political and economic dynamics are forging a
single global market, a global workforce, global customers,
partners, and suppliers.
Always On, Always Connected. The challenges of the “always on,
always connected” world will be converting information into
insights; managing time and staying focused on high priority tasks
Competing for Talent in a Shrinking Workforce: Because demographics
show an aging, shrinking workforce in most of the developed world
over the next 50 years, maximizing the productivity of the workers
that are available is critical.
Introduction Modeling ConstructionPerception

6. Limited
Pervasive
Time
Degreeofeconomicimpact
Digital
distribution
and web
strategy
• Web strategy and
e-commerce)
• Creating efficiency
through web
strategy (e.g.
Government)
Digital
transformation
• Mobile revolution
• Social media
• “Hyper digitization”
• Power of the cloud and
crowd
• Downstream & upstream
innovation
• Organize without an
organization
• New “currencies”
• Internet of things
• Analytics
2000sLate 1990s 2010s
Digital products
(e.g., music,
entertainment)
Digital distribution
and web strategy
• Web strategy and
e-commerce
• Creating efficiency
through web
strategy
Digital transformation
Mobile revolution
“Hyper digitization”
Social media
Power of the cloud and crowd
Downstream & upstream innovation
Organize without an organization
New “currencies”
Internet of things
Analytics
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7. What meaning do we attach to the
data?
Frame
Cloud
Figure (s)
Oracle
Antonello da Messina
Introduction Modeling ConstructionPerception

8. Sam Marshall, ClearBox
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9.  Harder, better, faster…
 Mechanized productivity
 Knowledge productivity
 Continuous Productivity
)
Steven Sinofsky
Introduction Modeling ConstructionPerception

10. © Inforcentric Research, 2013
•A demarcation line between an
Intranet and the Digital Workplace at
the point where more specific work
support is offered
• The stages are not defined by which
functions are offered, but rather by how
far the respective support offered goes
• This model tries to give a first
impression about the changing
composition of the technology portfolio
required in each stage.
Introduction Modeling ConstructionPerception

11. Deloitte The digital workplace: Think, share, do
Introduction Modeling ConstructionPerception

12. Communication and
Business Intelligence
Collaboration and
Community
Services and Workflow
Structure and Coherence
Mobility and Flexibility
Strategic Alignment and
Management
Organisational Readiness
© Digital Workplace Forum, 2013
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13. • What uniquely defines the persona of
our customers?
• What is different about their customer
journey?
• What are the touch points they
frequent, how do they use them, and
with what devices?
• What are their expectations, what do
they value, and how do they define
success?
• How are they influenced, and by
whom? How and whom do they in turn
influence?
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15. •Focusing on the evolution of people in
the context of a Digital Workplace
(c) Philipp Rosenthal 2013 (@for_desire_it)
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16. © 2011 MIT Center for Digital Business
and Capgemini Consulting
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17. "Experience is knowledge,
everything else is information"
-- Albert Einstein
• Service economy – value comes from
services embedded in the product
• Pine and Gilmore argued that
differentiation today comes from
creating “experiences”
• Starbucks, Michelin, Hermès, Apple
• Companies provide “stages”, managers
are “actors”, customers are active
“spectators”
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18. © 2011 MIT Center for Digital Business
and Capgemini Consulting
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19. Information
•Data
•Content
•Knowledge
Infrastructure
•Software
•Applications
•Platforms
Interfaces
•One Tier
•Three Tier
•Connected
@2014 L. SCHLENKER
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20. Physical
•Transform
•Supply chain
•Availability
Digital
•Communicate
•Information flows
•Pertinence
Financial
•Monetize
•Financial flow
•Effeciency
@2014 L. SCHLENKER
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21. Experience
•Customer
•Employee
•Partner
Analytics
•Automation
•Optimization
•Personalization
Perspective
•Cause - Effect
•Cause - Cause
•Effect - Effect
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22. Customer Understanding
Companies are starting to take advantage of
previous investments in systems to gain an in-
depth understanding of specific geographies
and market segments
Top-Line Growth
Companies are using technology to enhance
in-person sales conversations.
Customer Touch Points
Customer service can be enhanced
significantly by digital initiatives
Introduction Modeling ConstructionPerception

23. Process Digitization
Automation can enable companies to refocus
their people on more strategic tasks
Worker Enablement
Individual-level work has, in essence, been
virtualized — separating the work process from
the location of the work
Performance Management
Transactional systems give executives deeper
insights into products, regions and customers,
allowing decisions to be made on real data and
not on assumptions
Introduction Modeling ConstructionPerception

24. •Improve your
understanding of the
customer demand
•Improve the quality of the
organizational response
• Improve the
organization’s ability to
measure the added value
Deloitte The digital workplace: Think, share, do
Introduction Modeling ConstructionPerception

25. Digitally Modified Businesses
Finding ways to augment physical with
digital offerings and to use digital to
share content across organizational silos
New Digital Businesses
Companies are also introducing digital
products that complement traditional
products
Digital Globalization
Companies are increasingly transforming
from multinational to truly global
operations
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27.  Cecile Balmond – Informal
 (Work) spaces aren’t bound by
technology but by vision
 Rules aren’t boundaries, just
considerations
 Vision, actors, events, outcomes,
gateways
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