Stop right there, here is the inescapable truth: Every large business, everywhere needs to transform in order to survive – and transformation is beyond difficult. So let’s get beyond the aspiration and talk about the practicalities of this journey for real businesses. This presentation is intended for all business and technology leaders tasked with delivering digital change in 2017 and beyond. Read MWD Advisors’ Research Director Neil Ward-Dutton as he shares his analyst insights into how you can deliver meaningful results from your digital transformation initiatives this year. Neil shares his views on one of the most common mistakes that businesses make when trying to digitally transform – which is to think only about the front-end, marketing driven side of the customer experience. Find advice on how to: • Manage change more collaboratively, quickly and cost-effectively • Improve the customer experience through operational change • Select the right technology to enable strategic digital innovation

1. How to Deliver
Meaningful Results
Digital Transformation:

2. Today’s speakers
Who you’ll be hearing from in today’s session
Today’s Host:
Sapna Maheswari - Bizagi
Today’s Thought Leader:
Neil Ward-Dutton – MWD Advisors

4. Global customers and partners
PARTNERS

5. Poll Question 1
Where are you on your digital transformation journey?
A: Help – Honestly we’re just getting started
B: Beginner – We know where we want to go but it’s early days
C: Intermediate – We have a strategy and we’re making some progress
D: Advanced – We’re seeing great results but still need to do more

6. Digital Transformation: How to
Deliver Meaningful Results
Neil Ward-Dutton
Founder, Research Director

7. © MWD Advisors www.mwdadvisors.com 7

8. © MWD Advisors www.mwdadvisors.com 8
‘Digital experiences’ are part of the landscape everywhere
People, transactions
DigitalPhysical
Products, behaviours
Digital representations of physical experiences
(e.g. shopping, reading newspapers)
Physical representations of digital experiences
(e.g. monitoring/optimising, personalising, upgrading)

9. © MWD Advisors www.mwdadvisors.com 9
For established companies: four main perspectives
Employee
engagement
External
engagement /
experiences
Operations
Products,
Platforms,
Networks
ExternalInternal
People, Knowledge
Processes, Things
The power of
Digital: more
efficient
co-ordination
of resources
Strategy
leader
CMO
Comms
/HR
leader
COO

10. © MWD Advisors www.mwdadvisors.com 10
Technology’s strategic value: building bridges
Boundaries
quickly
become
blurred…
everything is
connected
Employee
engagement
External
engagement /
experiences
Operations
Products,
Platforms,
Networks
ExternalInternal
People, Knowledge
Processes, Things

11. © MWD Advisors www.mwdadvisors.com 11
Customer Experience excellence has implications everywhere
Your
customer
Customer
Journey
stage 1
Customer
Journey
stage 2
Customer
Journey
stage 3
Customer
Journey
stage n
Customer
Journey
stage n+1
Strategy: use insight through each
customer journey to make future
experiences more engaging
Marketing
Sales
Operations
Service

12. © MWD Advisors www.mwdadvisors.com 12
“Knowing” is not enough
Scope of customer experience strategy
Depthofcustomerexperiencestrategy
Knowing
Surfacing
Acting
Shaping
SalesMarketing Operations Service
Shaping core products, services
and processes around customer
preferences through collaboration
Having an integrated view of
customers, their preferences
and their behaviour
Making customer knowledge
available to the right channels
so that it can be acted on
Delivering the most appropriate
customer experience – requires
empowered people with the
right information, policies
Making most
appropriate
offers
Maximising
lifetime
value
No
surprises
Delivering on
moments of
truth
Most people
work on this

13. Enterprise
core
Service
centres
Partner A
Partner B
Supplier X
Supplier Y
Success relies on “weaving digital threads”
Enterprises and value
chains have been
engineered to be dispersed,
flexible
Experiences
integrated across
venues, platforms,
channels, …
© MWD Advisors www.mwdadvisors.com 13

14. © MWD Advisors www.mwdadvisors.com 14
Corporate tech leaders’ expectations are changing
“We need ‘test-
and-learn’
platforms”
“We need
bridging
strategies and
platforms to
harden
innovations”“Fail fast, scale
fast”
“We’re carving
out budgets
with different
spending
parameters”
“Bimodal is
useless”
“We can’t
accept
business-as-
usual”
Retail, utilities, travel/transport, CPG, insurance,…

15. © MWD Advisors www.mwdadvisors.com 15
The Digital destination… and the journey
Instrumentation
of products,
services,
processes
Agility of
services,
processes,
business models
Internet of
infrastructure,
products
Internet of
personal devices
Internet of
conversations
Internet of
applications,
platforms

16. © MWD Advisors www.mwdadvisors.com 16
Use Digital Business Platforms to weave digital threads
EXISTING SYSTEMS OF
RECORD, DATA,
APPLICATIONS
P E R F O R M A N C E A N A L Y T I C S
1
2
3
1
2
3
Sharing knowledge /
co-ordinating work
across teams,
departments, entities
Making it easy to
change behaviour,
policy etc
Tracking and
managing business
performance over
time

17. People + knowledge + technology = success…
Meanwhile…
 “Industries with 100% or more
average annual turnover include
most of retailing, food services,
trucking and call centres”
 …Now account for nearly 25%
of US workforce
© MWD Advisors www.mwdadvisors.com 17

18. Digital Business Platforms have to help scale knowledge
Enterprises and value
chains have been
engineered to be dispersed,
flexible
Experiences
integrated across
venues, platforms,
channels, …
© MWD Advisors www.mwdadvisors.com 18

19. © MWD Advisors www.mwdadvisors.com 19
Digital technologies open new frontiers for the co-ordination of work and
resources
 System-recommended
decisions, tasks and
processes
 Open collaboration on
tasks and processes
 Digital fieldwork
 Bringing customers into
processes
 […]
Who?
When?Why?
How?
What?
Where?

20. © MWD Advisors www.mwdadvisors.com 20
Imperatives for Digital Business Platforms
Agility
Measurability
Openness Collaboration
Augmentation
Extensive
use of
models
Packaging
choices
Friendly
tools
Open
instrumentation
Implementation
choices

21. Neil Ward-Dutton, Founder and Research Director
@neilwd
neilwd@mwdadvisors.com
Focusing only on the most visible
elements of CX will lead to failure
– what’s your strategy?

22. Poll Question 2
What is the biggest challenge for you
in kick-starting your digital initiatives?
A: People – Insufficient drive for operational change
B: Processes – Complex, poorly understood processes
C: Technology – Rigid technology blocking progress
D: Budget – Need is too large for budget available

23. Bizagi – The Digital Business Platform
Agile
Continuous yet
controlled innovation
through business &
IT collaboration
Engaging
Empowering knowledge
workers with personal,
contextual experiences
Connected
Super fast agile process
layer wrapping around
legacy IT systems
%
Employees,
Partners &
Suppliers
Sensors
and devices
Digital work
Databas
es
ERP, CRM,
etc.
Legacy
What the
customer sees
Inside the
enterprise

24. Bizagi at work

25. Call center
Branch
Document
management
Data processing
Start End
ERP
Customer
facing user
experience
Inside the
enterprise
Disconnected
Experiences
Old Customer Journey
Accelerating Digital Transformation at Old Mutual

26. Call center Branch
Document
management
Data processing
ERP
Browser / mobile
Customer
facing user
experience
Agile
Connected
Engaging
Inside the
enterprise
Single Customer Experience
Unified Customer Journey
Accelerating Digital Transformation at Old Mutual

27. Point of Contact
Resolution
improved by
Customer
queuing times
in branches
reduced
Net Promoter
Customer
satisfaction
improved by
Customer service
On-boarding time
cut down by
Over
15%
Over
30%
9
Times
10
Times
Accelerating Digital Transformation at Old Mutual

28. • Quickly build transformation momentum in the organization.
• Address a burning digital problem
• Select a ‘Quick Win’ business process to automate first
• Automate in 7 weeks using Bizagi’s Agile approach
• Absorb process automation and Bizagi concepts into the company.
• Automate more processes: Replicate process automation rigorously & consistently
• Adopt Bizagi’s structured On-Target deployment methodology
• Instil disciplines to establish a Bizagi Competence group
• Establish a global Digital Process Factory using Bizagi’s COE model
• Strategically map Bizagi to your enterprise architecture
• Align your digital roadmap to your corporate strategic drivers
TopDownorBottomUpStrategy
Energize
Quick-Start1/
Empower
On-Target
Methodology
2/
Expand
Centre of
Excellence
3/
Bizagi Spark: A new approach to rapid digital change

29. Want to learn more?
www.bizagi.com
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> Download > Speak to Bizagi

30. Questions Answers

31. WhitepapersCase Studies
For more information visit
www.bizagi.com
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