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Digital Transformation
The document discusses the need for digital transformation in businesses. It notes that while most organizations see digital transformation as important, many are in denial about the need to transform. The document outlines key aspects of digital transformation like improving the customer experience, creating new markets, and improving operational efficiency. It also discusses inhibitors to digital transformation. The document advocates that both business and technology aspects must be addressed for successful digital transformation.
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Digital Transformation
- 1. Digital Transformation Why BusinessesMust Digitally Transform to Survive—and Thrive Abhishek Kant Country Manager Abhishek.kant@progress.com
- 2. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.2 The Only Constant - Change
- 3. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.3 Agenda Why Digital Business The Way We See Digital Transformation • Customer Experience • Create New Markets • Operational Efficiency Digital Transformation Inhibitors
- 4. The Digital BusinessImperative 96% of organizations see digital transformation as important or critical Yet 62% say their organization is in denial about the need to transform digitally Source: “Are Businesses Really Digitally Transforming or Living in Digital Denial?” Conducted in Q1 2016 by Loudhouse on behalf of Progress.
- 5. Distilling Key Points •The business outcome is the driver – not technology • Business or technology? • Content is king – across all channels • Customer engagement is key – but that’s not enough
- 6. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.6 On Right Track with Digital Transformation “Absolutely love the direction you have taken. This is a huge problem.” “We tried to solve this many times. Every time a new CTO comes in, they scrap the old effort and start anew. No one has solved it yet.” Digital Manager, Global Marketing “It’s a big challenge to run so many disparate assets.” “We need a solution that gives our markets “Freedom within the framework”… We have that for our back-end systems but there is nothing like this on the front-end.” Head of IT
- 7. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.7 It’s All About the Business Outcome Customer Success Improve customer engagement by delivering an omni-channel digital experience New Market Opportunities Uncover new business models and expand market reach through digital agility Organizational Excellence Empower and simplify IT and business collaboration transforming systems and processes
- 8. Customer Experience: Keyto Digital Transformation Success 99% say the main driver for digital transformation is optimizing customer experiences and engagement 61% say customer engagement is a #1 priority for the next 12 months Source: “Are Businesses Really Digitally Transforming or Living in Digital Denial?” Conducted in Q1 2016 by Loudhouse on behalf of Progress.
- 9. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.9 Business or Technology? It’s Not Either/Or … It’s Both OR AND Agility Web IT/technology Employee Cost Context Governance Mobile Business Customer Revenue Content
- 10. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.10 Customer Journey DISCOVER CONSIDER DECIDE USE BUILD MINDSHARE BE RELEVANT & CREDIBLE GUIDE, SHOW & PERSUADE UNDERSTAND, RETAIN & UPSELL Company Journey Support Content is king – Across all channels Digital Impact Web Mobile Engagement Realize & Enhance Value
- 11. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.11 Announcing: Digital Factory A cloud-based digital transformation solution https://www.progress.com/digitalfactory
- 12. DigitalFactory Core Business RulesData Connectivity Dev Tools & Platforms Digital Experience Testing Tools App Deployment Progress DigitalFactory DigitalFactory for Mobile DigitalFactory for Sites DigitalFactory for Engagement
- 14. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.14 Customer Engagement Is Key – But That’s Not Enough Unless you have back-end systems and processes that engage your employees, your customer experience will suffer.
- 15. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.15 New Markets Require New Products The notion that a suitably sophisticated platform might ease the custom coding work of software developers has been around for many years. • At one end of the low-code/no-code spectrum fall the low-code platforms. These tools are more for professional developers than “citizen” developers, and focus on accelerating and simplifying the development process for general purpose applications. • Furthermore, integrating apps built on no-code platforms often requires a third-party integration tool like Zapier or Workato. Such tools are themselves no-code for simple integrations • In the low-code/no-code world, business users have more of a say in the creation of business apps than they had before, either by creating them themselves, or working more closely with developers in an iterative, lightweight matter. Some examples: • Salesforce App Cloud, ServiceNow, Appian
- 16. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.16 Announcing: Progress® DataDirect® Hybrid Data Pipeline™ Completely transform the way Cloud apps access data Progress® DataDirect® Hybrid Data Pipeline is the industry’s first hybrid data pipeline that can run independently and integrate with any single or multi- vendor technology stack connected by open standards for SQL and REST.
- 17. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.17 DIGITAL TRANSFORMATION JOURNEY 10th Nov 2016 GANESH RAMASWAMY THE HIMALAYA DRUG COMPANY
- 18. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.18 FMCG THE DIGITAL DISRUPTION • CHALLENGES • OPPORTUNITIES THE DISTRIBUTION • CHALLENGES • OPPORTUNITIES THE CONSUMER EXPERIENCE • CHALLENGES • OPPORTUNITIES
- 19. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.19 DIGITAL TRANSFORMATION ↕ CONSUMER DELIGHT
- 20. Should Digital TransformationStart Now ? 86% say they have two years to make inroads before suffering financial or competitive consequences (55% say a year or less) 59% are worried they may already be too late Source: “Are Businesses Really Digitally Transforming or Living in Digital Denial?” Conducted in Q1 2016 by Loudhouse on behalf of Progress.
- 21. There Are ManyPaths to Digital Transformation Success Digital Transformation Omni-channel Mobility Websites Business Applications Process Automation Data Content Modernization User Experience Customer Optimization Customer Journey Customer Engagement Employee Engagement Partner Engagement Marketing Efficiency Developer Efficiency Infrastructure Rationalization
- 22. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.22 Technology: Foundation for Digital Transformation Managing Web Scale | Omni-Channel Engagement | Enterprise Mobility App Development & Deployment • Development Platforms • Development Tools • Deployment Platform • Testing Business Automation • Business Rules • Business Process Management Data Connectors • Relational • SaaS/Cloud • Big Data • Text/XML/EDI Customer Experience • Content Management • Digital Experience Reporting & Analytics
- 23. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.23 With Progress You Can… Exceed your customer goals Provide an omni-channel experience that will optimize the customer journey Improve employee & operational effectiveness Easily deliver compelling applications in record time Achieve greater business agility Automate your critical business rules and optimize your business processes Modernize your existing assets Modernize you existing systems and applications Capitalize your data & content Provide seamless connectivity to your data and capitalize your content Minimize IT complexity Eliminate the need to manage infrastructure & improve your DevOps processes
- 24. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.24 Technology: Digital Transformation Delivered Progress DigitalFactory DigitalFactory for Sites | DigitalFactory for Engagement | DigitalFactory for Mobile App Development & Deployment • Progress OpenEdge • Progress Rollbase • Modulus • Telerik DevCraft by Progress • Telerik Test Studio by Progress Business Automation • Progress Corticon • OpenEdge BPM Data Connectors • Progress DataDirect Customer Experience • Progress Sitefinity • Progress Sitefinity Digital Experience Cloud Reporting & Analytics • Progress OpenEdge Analytics • Telerik Reporting by Progress • Progress Sitefinity DEC • Embedded throughout
- 25. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.25 Progress at a Glance EMPLOYEES ~1,800 FY15 REVENUES $412 million PARTNER ECOSYSTEM $3 billion RENEWAL RATES 90%+ DEVELOPER COMMUNITY 1.7 million+ CUSTOMERS WORLDWIDE 78,000+ PARTNERS 1,750+ APPLICATIONS DEPLOYED 30,000+
- 26. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.26 Digital Transformation Inhibitors Overwhelmed by tactical activity Missing or incomplete digital strategy Technology initiatives managed in silos Tech and Biz teams don’t collaborate effectively Lack of strategic & execution resources Insufficient executive support Cultural resistance to change
- 27. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.27 Turning Digital Transformation Into Reality As business & technology leaders, we must … Make this real for our organization. Address specific pain points and project-based initiatives. Determine our digital IQ and factor that into our strategy. Eliminate concern that will make it unlikely to act. Tie all of the initiatives together in a logical sequence. Plan for people, processes and culture, not just technology alone.
- 28. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.28 Gracias Obrigado Thank You
- 29. © 2016 ProgressSoftware Corporation and/or its subsidiaries or affiliates. All rights reserved.29 Agenda Time Title 9:30 – 10:30 AM Enabling Digital Transformation 10:45 – 11:30 AM Enabling Delightful User Experience 11:30 – 11:45 AM Emerging Technologies - Progressive Web Apps 11:45 – 12:30 PM Omni-Channel Marketing Cloud 12:30 – 1:00 PM Simplify Enterprise IT with No Code Application – aPaaS 1:45 – 2:30 PM Bridging Data Silos for Business Insights 2:30 – 3:15 PM New Age Interfaces: Mobility, Bots & AR 3:15 – 3:45 PM Real World IoT in Action – TranSmart 4:15 - 5:45 PM Panel Discussion - Digital Initiatives across Industries 5:45 – 6:00 PM Closing Note
Editor's Notes
- #2 The digital ultimatum … what’s your plan? Why do you need to digitally transform to survive ... and thrive? According Forrester, In 2016, India will outpace all Asia Pacific countries in technology spending growth. Rapidly maturing customer expectations in the country will force businesses to deliver better digital experiences and improve operational agility to serve these customers. CIOs are feeling the pressure, as they need to support digital business initiatives with adequate business technology (BT) investments. This report helps CIOs in India understand how to set the budget for their technology management departments to help their businesses make the transition to the digital era.”[i] [i] Forrester, "Indian Tech Market Outlook, 2016 To 2017", February 3, 2016, Ashutosh Sharma
- #5 Digital Transformation has suddenly become a hot topic… and organizations know they need to act. Our own research conducted by Loudhouse, a London-based firm, of over 700 digital decision makers show that... 96% of organizations see digital transformation as important or critical. But on the other hand…. 62% feel that their organization is in denial about the need to transform. +++ Other research such as MIT Sloan Management backs this up. Their numbers are similar… While 78% of those surveyed identify with the importance of digital transformation, only 38% state that it is getting the attention it needs from the CEO staff. But delivering this digital transformation is hampered by their ability to deliver these digital apps quickly with existing resources. The research also indicates that the challenge is only going to worsen as organizations attempt to deal with IoT, wearables, smart appliances and virtual reality devices. MIT Sloan Management Review – Research report in collaboration with CapGemini The key findings from the survey are: According to 78% of respondents, achieving digital transformation will become critical to their organizations within the next two years. However, 63% said the pace of technology change in their organization is too slow. The most frequently cited obstacle to digital transformation was “lack of urgency.” Only 38% of respondents said that digital transformation was a permanent fixture on their CEO’s agenda. Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, a mere 36% of CEOs have shared such a vision.
- #6 These are the 4 key points that we will consider today. Our hope is that these conversations will help you identify the factors that need to be built into your digital transformation plan… or if you already have a plan... to determine if you should modify it based on peer discussions. <Read each bullet> Let’s delve a bit into each one.
- #7 Digital transformation is a huge and necessary opportunity for all involved. We know this, because we are already doing it with leaders that recognize the value we provide now and are invested in our vision for the future. < Read statements >
- #8 Reframe - unique perspective - think differently about their beliefs/assumptions We feel that organizations should define their digital transformation strategy around these key business imperatives… Drive additional revenue and lifetime customer value by optimizing the customer experience. Further develop existing market opportunities and capitalize on new market opportunities by providing the agility needed to respond in today’s fast-paced market. Support operational efficiency improvements that are necessary to ensure that your customer experience is not simply a good looking veneer. Gartner (Oct 16): Sixty-one percent of app CEOs identified sales (including channels) as a top priority for functional investment and improvement. Marketing was the next most frequently mentioned priority, at 50%. Product Development – 44%; Customer Exp: 34%
- #9 And organizations seem to understand the need for a superior customer engagement as shown in our recent research… Why? Because the consumerization of IT has raised the customers’ expectation – think about your own experience and how you are drawn to technology that’s interesting and that you are also drawn to organizations that provide you with a great digital experience. It’s gotten to the point that people factor in the digital experience in their purchasing decision. And the digital experience is more important than ever… Gartner and Forrester both state that by 2020 80% of all purchases will be conducted without any human to human interaction. Other studies show that 67% of enterprise purchase decisions are made before the customer even interacts with the company they buy from. If you don’t provide an effective digital experience, you may not even be in the game.
- #10 So the next topic is about collaboration… at the highest level about business and IT... But as we know there are multiple constituents in both of these broad categories, so it’s not really just biz and IT collaboration.... It can be collaboration between the different roles within IT – think DevOps – or it can be collaboration between management and staff, etc. And clearly, it would be good not to take an Either / Or approach... It should be both. Governance – OR – Agility Mobile – OR – Web Business – OR – IT/technology Customer – OR – Employee Revenue – OR – Cost Content – OR – Context It should be AND – so digital transformation should transform the OR thinking to AND, because we should not have to settle. But let’s focus our initial discussion on collaboration…
- #11 Let’s return to the customer engagement model.... in this day and age of the empowered customer and their vast access to information… with the ability to easily reach out and get information from other consumers.... it’s all about the digital interaction. Why? Gartner and Forrester research has suggested that by 2020, more than 80% of the buying process will occur without any direct human-to-human interaction. (MarketBridge) So what does this mean? Well at the beginning of the prospect engagement it means that you have to be digitally present… you have to be found easily.... And then as you progress through the sales cycle you have to provide the right information in the right context at the right time.... And in today’s world, that comes down to content – we all know the value of great content... We all know the cost of creating it... And we all know that even if we can produce it, we have to distribute and share it appropriately to get the most leverage. And it needs to go beyond the customer journey alone... it should drive the support that we provide throughout the journey... where the type of content and the delivery mechanism may change based on a variety of factors ... With your own company and customers, as well as within the overall market.
- #12 Creating and managing a few websites and mobile apps is easy. But crafting digital properties at scale with speed, efficiency, proper governance and security—all while delivering a consistent, personalized customer experience, that’s a major challenge. Progress® DigitalFactory™ addresses these challenges, so you can focus on delivering business results.
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- #15 And while the digital experience that the customer touches is critical, if you don’t have the people, processes, in place to support the customer journey, your great experience will fall over like a house of cards. And think about it… each of your employees is also a consumer... and they bring those heightened expectations into the office. You can help ensure an engaged workforce by providing leading edge applications that can drive operational efficiency.
- #21 Rationale drowning- quantify the impact - money, percentages, etc. And you need to act now or you may suffer severe business repercussions. And digital decision makers seem to agree as indicated in our survey data… +++ Why? Because... On average, category leaders drive 70% more profits and 40 percent more market share (Disrupting Digital Business – Ray Wang) And failure to act can be catastrophic… “Digital disruption will displace 4 of the top 10 incumbents in some industries including Financial Services and Hospitality & Travel.” - Digital Vortex - How Digital Disruption Is Redefining Industries
- #22 CHALLENGER MODEL – THE NEW WAY From our experience we also know that there is not a single way to address digital transformation. While you should strive to create a strategic framework that drives your efforts, you can make progress with many different initiatives…. Then talk through the various examples: Omni-channel Mobility Websites Business Applications Process Automation Data Content Modernization User Experience Customer Optimization Customer Journey Customer Engagement Employee Engagement Partner Engagement Marketing Efficiency Developer Efficiency Infrastructure Rationalization
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- #24 EMOTIONAL IMPACT Progress takes a partnership based approach. We are entirely focused on helping you with your digital transformation efforts. We can help you… Walk thru the ones that are appropriate for your account. So let’s look at the possibilities… Imagine if….(read each statement and explain the possibilities) +++ Then explain how each of these actually represent customer scenarios while citing examples that highlight real numbers… Gatorade – Uses Sitefinity to build easy-to-maintain, mobile-first websites to reach a younger, more mobile audience Bluebird Auto Rental, running on OpenEdge, allows customers of AA Island Rental to reserve cars and establish pick up times/locations directly from any device, avoiding long lines and wait time. Ebay - Progress Corticon rules engine for each transaction, eBay rapidly evaluates thousands of business rules to determine if and how much to withhold, which ensures a smooth customer experience. Air Asia – Used Sitefinity to cut time to market for promotions by more than 50 percent; delivered personalized promotions to several million people in 34 languages—in one day; implemented 6,000 promotions, 8,600 pages, and 3,700 media items in first three months; opened new revenue streams in new markets using multilingual capabilities Toyota Motor Sales – With Progress DataDirect for ODBC, Toyota’s IT staff can deploy more analytical applications to more managers across more systems without worrying about data connectivity, saving $100,000 in 24 hours. Hello Bank - First 100% digital mobile bank in Europe; targets younger, mobile European customers; Sitefinity provides high volume, personalized experiences; Sitefinity now the prescribed solution across the EU Boston Heart Diagnostics - Provide personalized therapeutic plans to patients in order to improve outcomes and reduce medical spending… Progress Corticon used to automate and manage the complexity of scientific rules needed for individualized plan. Replaced the costly and time consuming manual process for changing and managing rules / Reduced costs associated with inefficient manual processes and alleviated dependency on IT for rules updates / Expanded its offering to other areas resulting in increased revenue opportunities. Walmart - Provide a seamless mobile phone shopping experience for users in store and online - Progress Corticon is the decision logic behind the smartphone sales and activation kiosks located in Walmart and Sam's Club stores. Allows Walmart to increase its presence in multi-billion smartphone retail market / Improves the activation process by providing quicker service and exclusive offerings / Corticon decision modeling provides customers the best plan to meet their distinctive needs.
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- #26 CHALLENGER MODEL – MORE CREDIBILITY And our success is well proven…here is a quick overview of the breadth and depth of how we drive digital business success… Talk through the various metrics and highlight key customer accounts – using the detail here to 1) explain the rationale behind the numbers and a one liner overview of each customer logo. +++ OpenEdge 1,400 application partners = 4,900 business applications; ~50,000 end users; Over 200 hundred of our partners are in the cloud DataDirect 350 software vendors Corticon 332 customers + 100 Tibco end users ALM 1,147 customers DevTools 24,471 customers Platform 2,203 customers Sitefinity 2,259 customers Toyota – DataDirect – Progress DataDirect Connect for ODBC enabled out-of-the-box data connectivity to all major databases, resulting in $100,000 savings in the first 24 hours after launch Cigna - Corticon Built a new holistic enterprise claim intake system using Progress Corticon as the underlying Business Rules Management engine. NASA - Telerik UI for ASP.NET AJAX NASA's Planetary Data System (PDS) selected Telerik® UI for ASP.NET AJAX to create a robust web-based app for easier accessibility and usage. Adobe - Corticon With Progress Corticon, Adobe can separate decisions from processes to quickly create or reuse business rules as well as create, improve, collaborate on, and maintain decision logic. HP - Progress® DataDirect Xquery®, Telerik® Kendo UI®/DevCraft™, Progress DataDirect XQuery enabled RLPTechnologies Inc. to process very large XML data files natively to efficiently measure the quality of data while reducing development time. HP used the Kendo UI framework to reduce the time to market new apps by 30 to 40 percent and enhanced existing apps with more functionality and visual appeal. North Carolina State University Progress® Rollbase® University program uses Rollbase® to enable their non-coding users to build a web-based contact management system in less than one day. DBS Bank – Corticon – Progress Corticon Business Rules Management System to empower its loan-making operations with a better process, more accurate information, and improved agility. US Army - OpenEdge Use an application from one of our OpenEdge application partners - Vermont Systems - their application is used to manage/track usage of the Barracks/fields and housing on the Army bases around the country. Citrix – Modulus - Citrix moved its dedicated environment from the public cloud to the Modulus Enterprise cloud platform, leveraging the platform’s robust feature set RR Donnelley - RR Donnelley’s in-house workflow team used Telerik Kendo UI framework to build a proprietary workflow application. JP Morgan - OpenEdge Used OpenEdge to build their online Mortgage application process. The OpenEdge application is the main application that supports the online mortgage application process Air Asia – Used Sitefinity to cut time to market for promotions by more than 50 percent; delivered personalized promotions to several million people in 34 languages—in one day; implemented 6,000 promotions, 8,600 pages, and 3,700 media items in first three months; opened new revenue streams in new markets using multilingual capabilities Hello Bank - First 100% digital mobile bank in Europe; targets younger, mobile European customers; Sitefinity provides high volume, personalized experiences; Sitefinity now the prescribed solution across the EU IronMountain - OpenEdge Used OpenEdge to build the application that manages their complete distribution process. The OpenEdge application was written a number of years ago and controls the processing of the trucks that go out and collect paper for shredding and storing of documents. It runs the warehouse and trucking distribution process Ebay - Corticon Corticon's rules engine rapidly stands up to eBay's demanding production needs, processing an average of 140 million business rules decisions per day Amazon - Technology Partner Rollbase and OpenEdge use AWS as a hosting provider for Cloud-based IaaS. Arcade is running in AWS as well as Rollbase in the AWS MarketPlace. SAP - DataDirect Connect Walmart - Corticon Chosen for performance and faster time to market, Corticon determines plan eligibility and accelerates the activation process for Walmart's launch of smartphone sales & activation kiosks. Oracle - DataDirect Connect DataDirect easily accelerates Oracle’s ability to integrate the Service Cloud into the overall Oracle product suite, free up resources to focus on developing differentiating features, and accelerate its time to market Siemens - OpenEdge An end user of an OpenEdge Application Partner in Belgium called MIPS. Their software is what runs Clinical trials and also is part of the machines built and sold by Siemens Medical here in the US. T Mobile - OpenEde SaaS customer T Mobile implemented MamboFive Commerce Suite SaaS solution from Progress Partner TIE Kinetix to simplify customer buying experience by minimizing required steps for placing an order; offer richer content such as customer reviews, up sell opportunities, stock information and detailed product descriptions; increase conversion rates; and generate more revenue from its webshop. QAD – OpenEdge – Progress enabled the rapid development and easy support of applications, on premise or in the cloud Nielsen - Modulus Modulus is able to offer Nielsen a node.js hosting solution that is reliable, economical, but also highly flexible and able to scale easily on demand. Habitat for Humanity – OpenEdge – Progress OpenEdge enabled Habitat for Humanity to automate retail processes and gain real-time visibility to financial and operational metrics – beating sales projections by 50% CBRE – Telerik – Standardized HTML5/CSS3 develoment on Telerik for 50% faster development of apps that run flawlessly on any device Here – KendoUI – Telerik KendoUI framework enabled mapmaker Here to rapidly build a scalable, real-time app that exceeded end-user expectations Gatorade – Sitefinity – Gatorade partner VML chose Telerik Sitefinity CMS to create a simple, mobile-friendly, flexible site that earned $980K in advertising value, with 48 million impressions Green Bay Packers – Sitefinity – Developed an award-winning mobile website with a responsive user interface, enabling dedicated fans to connect with the Packers football team anytime, anywhere PepsiCo – Sitefinity – Built a set of fully responsive, mobile-first career sites on Telerik Sitefinity CMS, enabling the team to reach and measure interactions with top candidates Tetley Tea – Sitefinity – Working with partners Communisis and FTI Consulting, Teta Global Beverages selected Telerik Sitefinity CMS to improve the user experience for 17 Tetley Tea websites, saving £250K and providing multilingual capabilities Fitbit – Modulus - The Modulus platform hosts Node.js applications to measure steps taken and combine user data to calculate distance walked, calories burned, floors climbed and active duration and intensity +++ Note: I personally hate starting with slide because it is what they expect … here is another corporate overview presentation… I like to get into the story right away so I put it at the end… but it can easily be worked in up-front to the discretion of the presenter.
- #27 So while we know we need to act, we know it’s not easy… and we hear from some people that are so overwhelmed that they fail to act... But the good thing is that you are not alone, because these are the common things we see across many organizations… They are overwhelmed by tactical activity. They have yet to develop an overall strategy. Their technology initiatives are managed in silos. The technology and business teams don’t collaborate effectively. They lack strategic and execution talent & capabilities. The executives (CEO, CMO, CIO) are not driving transformation. There is cultural resistance to change.
- #28 So where is the starting point? As business and technology leaders… We know that we have to make this real for our customers We know that they have specific pain points and project-based initiatives We know that each organization has different starting points and varying digital IQ We know that if they are overwhelmed they will be less likely to act We know that we have to tie all of the initiatives together in a logical sequence We know that it is not just product, but that processes, people and culture are big factors
- #31 Depending on the opportunity – the presenter would then transition into an overview of the appropriate products / solutions based on the customer requirements.