Digital Transformation in 2017 - Presentation from SPTechCon
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Digital Transformation is essential to remaining competitive in 2017. Check out these slides from Emgage and Geoff Talbot at SPTechCon in Austin
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"Reinventing Content Collaboration - the Future of SharePoint is Now!" | SPTe...
As delivered in Austin, TX during my Microsoft keynote, I conveyed how Microsoft is delivering on the cloud-first, mobile-first version for SharePoint and OneDrive. I focused on presenting a current, comprehensive look at the features and experiences that deliver solid content collaboration capabilities to organization, to teams, and individuals. The breadth of the session was to showcase how people connect with others, with content, and apps via their mobile, intelligent intranet - modern SharePoint team sites and powerful tools in Office 365. This helps companies deliver simple, powerful file sharing and collaboration with mobile experiences and rock-solid sync with OneDrive. It, too, is possible to create business apps with Microsoft Flow and PowerApps and build solutions with the SharePoint Framework. The breadth of offerings promotes deliver cloud-born innovation to your on-premises and hybrid SharePoint farms, providing your IT organization controls for security, compliance, and manageability. That's the future of SharePoint. It's here, and growing.
[BA03] チームの働き方を劇的に変える！～ Microsoft Teams の概要と開発プラットフォーム
あらゆる場所、世代、部門を超えて円滑にコラボレーションするためのツールとして、ビジネス チャットが注目されています。マイクロソフトは、チームの働き方を劇的に変革するために Office 365 をベースとしたコラボレーション ツール Microsoft Teams をリリースしました。
本セッションでは、活用のヒントとなる利用シーン/導入事例のご紹介や、より使いやすくするためのアプリケーション開発プラットフォームを紹介いたします。
吉田 馨一
日本マイクロソフト株式会社
マーケティング & オペレーションズ部門
シニア プロダクト マーケティング マネージャー
大田 昌幸
日本マイクロソフト株式会社
デベロッパー エバンジェリズム統括本部
エバンジェリスト
SharePoint communications sites overview presentation
SharePoint communication sites are beautiful, dynamic sites that let you reach a broad internal audience, and that look great on the web, in the SharePoint mobile app, on PC and on Mac. This presentation covers their business value, shows example screenshots, contains two customer evidence (Shire & Delta), and the related roadmap.
[BA09] 生産性/利便性を追求した最先端の業務アプリケーションとは!? ～Dynamics 365/Office 365 とチャットアプリケーションと...
Microsoft は Dynamics 365、Office 365、Microsoft Azure、Bing、LinkedIn など、ビジネスに不可欠なデータを揃えています。また Microsoftの ビジネスアプリケーションシリーズは標準機能で連携が可能です。業務によっては LINE や Skype などのチャットを併せて活用することで、さらに生産性/利便性を高めることができます。このセッションでは、具体的な 10 シナリオを紹介するとともに、アプリケーションを開発する際の勘所を、デモを交えてご紹介します。
受講対象: Dynamics 365/Office 365/Microsoft Azure/PowerBI にご興味のある方、ユーザー企業およびシステム企画担当者
業務アプリケーション/Bot Framework 等を利用したチャットアプリケーション開発者
中村 憲一郎
日本マイクロソフト株式会社
PMC
シニア PMC カスタマー リード
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秋本 尚吾
日本マイクロソフト株式会社
クラウド & ソリューション ビジネス統括本部
テクノロジーソリューションプロフェッショナル
SharePoint hub sites overview
SharePoint hub sites are a new building block for your intranet, to bring together related sites to roll up news and activity, to simplify search, and to create cohesion with shared navigation and look-and-feel -- ultimately giving your business the flexibility and agility to dynamically grow and respond to the changes in business, without rigid silos, helping bind a more cohesive workforce moving forward in the same direction.
This presentation sets both context of how SharePoint hub sites compliment your intranet, and describes the features and functionality and the scenarios they support.
[BA11] Office 365/Dynamics 365 連携だけじゃない！ 業務に使うマルチデバイスアプリ作成に向けた PowerApps/Flow...
PowerApps や Microsoft Flow は、ビジネス向けアプリを構築するビジネス アプリケーション プラットフォームです。PowerApps により様々なクラウド サービスやデータソースと接続しコード記述なしでアプリケーション作成、また、Microsoft Flow によりクラウド サービスのコンポジションやビジネス プロセスの自動化を進めることができます。本セッションでは、PowerApps や Microsoft Flow を組み合わせて業務アプリの構築や Logic Apps との連携などデモンストレーションを交えて解説いたします。
関連リソース 1: Microsoft PowerApps (http://powerapps.microsoft.com/ja-jp/)
関連リソース 2: Microsoft Flow (http://flow.microsoft.com/ja-jp/)
SharePoint: your intranet - start to never finished
The intranet never ends, and you're never finished. It's been termed "usage & adoption" in the face of good change management. This presentation focuses on the realities of where your intranet starts - most like it's already started - and then where you go from there. The on-premises world has offered a ton of freedom, the kind that benefits and can cause issue. The cloud opens up almost endless potential, and you have to sign off on it and get there. Or maybe you start there on day one (what a treat this greenfield). Or you combine the best of both worlds that may be an overlap the what, where and how, plus morphing over time. This presentation covers realities, best practices, benefits and gotchas - with a highlight on the new, and a pulse on the now to set you up for the success of never finishing! Never surrender! Prepare.
Recommended
"Reinventing Content Collaboration - the Future of SharePoint is Now!" | SPTe...
As delivered in Austin, TX during my Microsoft keynote, I conveyed how Microsoft is delivering on the cloud-first, mobile-first version for SharePoint and OneDrive. I focused on presenting a current, comprehensive look at the features and experiences that deliver solid content collaboration capabilities to organization, to teams, and individuals. The breadth of the session was to showcase how people connect with others, with content, and apps via their mobile, intelligent intranet - modern SharePoint team sites and powerful tools in Office 365. This helps companies deliver simple, powerful file sharing and collaboration with mobile experiences and rock-solid sync with OneDrive. It, too, is possible to create business apps with Microsoft Flow and PowerApps and build solutions with the SharePoint Framework. The breadth of offerings promotes deliver cloud-born innovation to your on-premises and hybrid SharePoint farms, providing your IT organization controls for security, compliance, and manageability. That's the future of SharePoint. It's here, and growing.
[BA03] チームの働き方を劇的に変える！～ Microsoft Teams の概要と開発プラットフォーム
あらゆる場所、世代、部門を超えて円滑にコラボレーションするためのツールとして、ビジネス チャットが注目されています。マイクロソフトは、チームの働き方を劇的に変革するために Office 365 をベースとしたコラボレーション ツール Microsoft Teams をリリースしました。
本セッションでは、活用のヒントとなる利用シーン/導入事例のご紹介や、より使いやすくするためのアプリケーション開発プラットフォームを紹介いたします。
吉田 馨一
日本マイクロソフト株式会社
マーケティング & オペレーションズ部門
シニア プロダクト マーケティング マネージャー
大田 昌幸
日本マイクロソフト株式会社
デベロッパー エバンジェリズム統括本部
エバンジェリスト
SharePoint communications sites overview presentation
SharePoint communication sites are beautiful, dynamic sites that let you reach a broad internal audience, and that look great on the web, in the SharePoint mobile app, on PC and on Mac. This presentation covers their business value, shows example screenshots, contains two customer evidence (Shire & Delta), and the related roadmap.
[BA09] 生産性/利便性を追求した最先端の業務アプリケーションとは!? ～Dynamics 365/Office 365 とチャットアプリケーションと...
Microsoft は Dynamics 365、Office 365、Microsoft Azure、Bing、LinkedIn など、ビジネスに不可欠なデータを揃えています。また Microsoftの ビジネスアプリケーションシリーズは標準機能で連携が可能です。業務によっては LINE や Skype などのチャットを併せて活用することで、さらに生産性/利便性を高めることができます。このセッションでは、具体的な 10 シナリオを紹介するとともに、アプリケーションを開発する際の勘所を、デモを交えてご紹介します。
受講対象: Dynamics 365/Office 365/Microsoft Azure/PowerBI にご興味のある方、ユーザー企業およびシステム企画担当者
業務アプリケーション/Bot Framework 等を利用したチャットアプリケーション開発者
中村 憲一郎
日本マイクロソフト株式会社
PMC
シニア PMC カスタマー リード
[BA01] もうすぐ満 6 歳！ Office 365 の最新機能で到達する働き方改革の姿
今年の 6 月に満 6 歳を迎える Office 365。本セッションでは、変化の激しい世の中で Office 365 が最近どのような進化を遂げたのか、少し未来にはどのような姿になるかを「共同作業」「セキュリティ」「AI」「ネットワーク」などの側面からロードマップも含めて紹介し、働き方改革に欠かすことの出来ないツールであることをその目で確かめていただきます。
秋本 尚吾
日本マイクロソフト株式会社
クラウド & ソリューション ビジネス統括本部
テクノロジーソリューションプロフェッショナル
SharePoint hub sites overview
SharePoint hub sites are a new building block for your intranet, to bring together related sites to roll up news and activity, to simplify search, and to create cohesion with shared navigation and look-and-feel -- ultimately giving your business the flexibility and agility to dynamically grow and respond to the changes in business, without rigid silos, helping bind a more cohesive workforce moving forward in the same direction.
This presentation sets both context of how SharePoint hub sites compliment your intranet, and describes the features and functionality and the scenarios they support.
[BA11] Office 365/Dynamics 365 連携だけじゃない！ 業務に使うマルチデバイスアプリ作成に向けた PowerApps/Flow...
PowerApps や Microsoft Flow は、ビジネス向けアプリを構築するビジネス アプリケーション プラットフォームです。PowerApps により様々なクラウド サービスやデータソースと接続しコード記述なしでアプリケーション作成、また、Microsoft Flow によりクラウド サービスのコンポジションやビジネス プロセスの自動化を進めることができます。本セッションでは、PowerApps や Microsoft Flow を組み合わせて業務アプリの構築や Logic Apps との連携などデモンストレーションを交えて解説いたします。
関連リソース 1: Microsoft PowerApps (http://powerapps.microsoft.com/ja-jp/)
関連リソース 2: Microsoft Flow (http://flow.microsoft.com/ja-jp/)
SharePoint: your intranet - start to never finished
The intranet never ends, and you're never finished. It's been termed "usage & adoption" in the face of good change management. This presentation focuses on the realities of where your intranet starts - most like it's already started - and then where you go from there. The on-premises world has offered a ton of freedom, the kind that benefits and can cause issue. The cloud opens up almost endless potential, and you have to sign off on it and get there. Or maybe you start there on day one (what a treat this greenfield). Or you combine the best of both worlds that may be an overlap the what, where and how, plus morphing over time. This presentation covers realities, best practices, benefits and gotchas - with a highlight on the new, and a pulse on the now to set you up for the success of never finishing! Never surrender! Prepare.
[AI10] ゲームキャラクターのための人工知能と社会への応用 ～ FINAL FANTASY XV を事例として ～
現在キャラクターを前面に出したエージェント指向のサービスが拡大している。デジタル サイネージで目の前の人を認識して対応する、携帯電話のスクリーンで対話するなどである。ゲーム産業はキャラクターの作成に対し長い歴史を通じて探究して来た。本講演では、「FINAL FANTASY XV」を事例としてキャラクターのリアルタイムの意思決定、アニメーション、ユーザーの行動特性を抽出してコンテンツを変化させるメタ AI 技術などを解説する。
受講対象: AI のプロジェクトへの適用の実態を知りたい開発者の皆様。また、全てのゲーム開発者の皆様は是非ご参加ください。
製品/テクノロジ: AI (人工知能)/Deep Learning (深層学習)/Machine Learning (機械学習)
三宅 陽一郎
株式会社スクウェア・エニックス
テクノロジー推進部
リードAIリサーチャー
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受講対象: Deep Learning の基礎を理解し、最新状況を理解したい方。あるいは既に Chainer をご利用の方は是非ご参加ください。
製品/テクノロジ: AI (人工知能)/Deep Learning (深層学習)/Machine Learning (機械学習)
齋藤 俊太
株式会社Preferred Networks
リサーチャー
JPC2016: Keynote: Transforming the World Together～パートナー様と共に推進するデジタルトランスフォーメーション
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日本マイクロソフト株式会社
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西脇 資哲
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Digital Transformation - International Days - Artevelde University College - ...
Lecture on digital transformation for students of the Artevelde University College in Ghent, Belgium.
The internet has been around for 25 years and has caused many disruptions. With more disruptions to come, many organizations are seeking for ways to use digital opportunities in a meaningful way creating more value for customers and sustaining their business.
The impact of the development of the Web on marketing and communications and how it causes digital disruption for companies is shown in this talk. With practical examples you will get insights in how organizations can create more value for customers at the same time also the organization can benefit from these efforts. Several digital developments such as mobile, social and 'internet of things' will be presented. Besides the use of theoretical models for digital disruption and digital transformation, some case studies are presented which bring directly applicable tips to take home.
Principles for digital transformation are a changing value proposition, business model, culture, technology and organization.
How disruptive Innovation can be realized in Banking & Insurance
How disruptive Innovation can be realized in Banking & Insurance
Why is this successful?
- results are almost guaranteed due to the funnel
- winning ideas are likely to be AWESOME, because they have seen many iterations
- bad ideas drop out immediately high cost savings
- highly motivated employees
We create new products/services, entire startups or a digital unit for you
With our approach, team, technology and entrepreneurial attitude we identify, validate and evolve business opportunities and quickly turn them into highly profitable businesses – potentially even realizing a disruptive product. We have a proven track record with top market players across a wide range of industries. Talk to us to see how we can develop awesome ideas for your digital future.
We love to design the future – together with you.
1 | Robust Framework
A blend of the best Silicon Valley-proven methodologies forms our comprehensive framework:
Design Thinking
Business Model Generation,
Lean Startup, Lean Marketing, Lean Analytics,
Customer Development,
Agile, Scrum, Kanban …
We guide the project team throughout the process using our framework.
1 | New products, services and disruptive business ideas
We build digital products and services for B2C and B2B that we validate in multiple iterations with your potential customers. In the next stage, we launch the product/service as a Minimum Viable Product (MVP) to validate it by a larger target group and that’s when we start pivoting and tweaking. If customers love the product/service and are willing to pay for it, we consider the product investment ready and that’s when we start growth-hacking the new business. Naturally, all decisions are data-driven.
THIS IS AWESOME - Company Builder
2 | From new departments to entire startups
New products and services lead to:
a new venture as an autonomous business that may later be reintegrated back into your existing organization
a new department within your exiting organization
adoption by an existing department within your organization
You can count on our experience, knowhow and resources every step of the way.
3 | Innovation unit / Digital unit
Talk to us if you want to set up your own innovation or digital unit within your organization. We can get you standing on your own two feet by training you to use our framework and handing over everything you need to run the CATAPULT™ software stack on your own. Technology
With our HR, training and mentoring programs, we’re with you every step of the way until you’re ready to run independently. Talents
Digital Strategy: what it is, why it is needed & how it integrates with your ...
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Fujitsu World Tour 2017: Successfully Going Digital
Digital Journey should be not for technology but for Business Transformation. Learn more.
Digital Transformation Playbook: Guide to Unleashing Exponential Growth
BMC, the global leader in IT solutions for the digital enterprise, has teamed with PSFK, one of the world’s leading think tanks, to develop The Digital Transformation Playbook. This guide provides key insights and actionable steps for business executives and public sector organizations to follow as they seek to enhance customer experiences, processes, and business models through digital transformation. To download a complimentary copy of The Digital Transformation Playbook, visit http://www.bmc.com/playbook.
Leadership 2.0: leading in the digital age
The talk provides a new perspective on leadership in the digital age. Key topics include:
1. Organisational development: changing from a top-down, military-style organisation towards a supportive, adaptive and open organisation. Led by a leader who supports those in contact with the customers as opposed to a director / dictator who dictates from the top.
2. How to lead: Leadership involves setting a direction which people can follow. The author proposes to use the OKR framework (objective and key results), introduced by google, as a basis. The key steps in implementing the same are laid out as follows:
#1 Start defining OKRs to set an example.
#2 Publish immediately, visible for everyone.
#3 Get everyone involved.
#4 OKRs are set jointly only. There is no top-down.
#5 Discussion happens in the team(s) only.
#6 There is no punishment, it is a joint experience.
#7 Ensure everyone is walking in the same direction.
3. Setting a direction & vision: leadership further involves setting a direction. This is ultimately the duty of both the customer and the organisation. Only jointly can a correct vision and direction be determined, else we miss the market requirements.
4. What is strategy in this context: strategy, at it's simplest, is a direction and a verified path how to get there (the later typically referred to as a roadmap). Most strategies are superb in painting a vision, but lack the roadmap aspects of it, so they ultimately fall short of explaining how to realise the vision.
5. How to execute: execution can only be agile. Over waterfall, it has several key advantages:
#1 Customer testing & fast market feedback!
#2 Product doesn‘t need to be fixed for the next 2 years
#3 Limited risk
#4 Significantly faster (if well executed)
#5 Attention: agile doesn‘t mean without a goal
We prefer to step on board when your company is looking to define its long-term strategies. Because that's when we can use the complete playing field - for developing strategies which result in a measurable improvement of your key indicators.
We've developed our own method for reorienting / relaunching digital projects. It takes a holistic approach to all the component parts: right from the business case, user experience and business requirements to the process design, technology and content.
Which is why we work intensively within interdisciplinary teams, make use of our frameworks, draw on our wide range of experience and lead workshops - until we've seen to it that you reach your goals. This process is typically followed by the development of a digital concept.
Keynote: "Digitale Transformation für Banken - mitspielen oder untergehen"
Keynote: "Digitale Transformation für Banken - mitspielen oder untergehen"
Die Keynote ist in zwei große Teile aufgeteilt:
1/ Das Bedrohungsszenario: Teil 1: Die Welt ändert sich
2/ Noch nie war der Appetit nach Innovationen größer - wie können Banken reagieren?
Der erste Teil fasst die Veränderung der vergangenen Jahre zusammen und zeigt auf welche anderen Branchen durch die digitale Revolution sprichwörtlich weggefegt worden sind. Auch groß zu sein reicht nicht mehr aus: "too big to fail" gibt es nicht mehr. Der Vortrag geht folgend auf aktuelle Bankstatistiken ein: kaum jemand besucht heute noch tatsächlich eine Bank und kommt zur Schlussfolgerung: Banken schaffen es noch nicht mit ihren Online Kunden Geld zu verdienen! Das ist aber die wachsende Herausforderung in Anbetracht der Generation X und Generation Y.
Drei Kerngedanken...
1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn. 2. Banken sind heute ein “low involvement business”.
3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen
um ihre Konkurrenten in den Hintergrund zu drängen.!
Im zweiten Teil wird der Hunger nach Innovationen dargestellt. Aber was ist eine Innovation? Die großen des Internets - Apple, Google, Facebook, AliBaba und Amazon leben und sind vorwiegend durch User Experience Innovationen erfolgreich geworden.
Es braucht einen klaren Ansatz um eine Digitale Strategie zu erstellen und die digitale Transformation zu schaffen. Die 7 zentralen Schritte hierzu werden knapp anhand von Beispielen aufgezeigt:
1/ Stakeholders
Stakeholder identification
Personas
Initial market & competitive analysis
Other inputs to needs
2/ Expected benefits
Departmental inputs
Benefits identification
Benefits breakdown
BI & Analytics review
Initial opportunity identification
3/ Overall direction
Vision
Goals
Business objectives
Project Motivation
4/ Product development
Key user tasks
Cross-channel experience journeys
Scope Landscape
Roadmap
Content org model
Site org model
5/ Costs
Technical architecture
Draft cost breakdown
Initial project plan
Organisational setup post launch
Cost assumptions
6/ Business Case
Business case
Funding options
Business Case presentation
7/ Approach & Plan
Initial draft plan till go-live
Project plan strategy & concept phase
Going Digital: The Banking Transformation Road Map
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Whitepaper: Why banks need to move if they want to own banking in the future.
Whitepaper: Why banks need to move if they want to own banking in the future.Stefan F. Dieffenbacher
1. Executive Summary
Driven by the top Internet players the speed of change in the financial services market is rapidly increasing. To secure their business and generate further growth these Internet players are forced to attack additional markets and the financial services market is one of them.
They will conquer the financial services market by
• utilizing their global customer base and advanced customer intelligence (data),
• by connecting today separated services to an eco system using technology and delivering advanced user experience
• and their ability to move fast.
Their entry point to the financial services market is the offering of payment services to their clients through the use of their mobile devices. Extending the functionality of wallets will challenge classical retail banking’s value proposition as these Internet companies can go far beyond classical value propositions.
Some traditional financial services companies already start to understand that the time for a change has come, as these developments will challenge their core business models in very few years. For the first time, this many large-scale companies are starting to invest in programs in large excess of €500m to become better in digital.
While huge investments are not a sufficient reaction to the challenges of the market, players that will not follow the trend will lose their current position in the next years.
Traditional bank’s service offering and channel mix needs to be further rethought and adapted, followed by a fast-paced execution to respond to today’s quickly emerging reality. Players who are not able to manifest their position in the digital channels soon will be challenged in their existence.
The strategic transition needs to be guided by a short-term tactical approach to seriously start earning money in digital. On top of the pure positive financial impact of such a tactical approach, achieving significant sales through a much stronger public website as well as data-driven up- and cross-selling measures will start a cultural shift within the bank. When executives and employees discover that suddenly the digital channels generate large amounts of money, a movement of change could be kicked off. That would be the basis to understand the urgency and the possibility to develop a guiding coalition – the start of any strong change process.
2. Introduction
We are convinced that banks needs to even further raise their attention to their Digital Channels and some necessary adoptions of their business models to stay long term successful. We have rationalized our analysis and proposed actions by a large body of research and facts, which provide deep evidence and insights in recent market evolutions.
To provide a complete picture we showcase recent alterations and transformations in diverse industries, highlight the changing face of the insurance industry and subsequently dive into an analysis of the banking industry. We cover wKeynote: The User Experience Strategy behind one of Europe’s largest Digital ...
Keynote: The User Experience Strategy behind one of Europe’s largest Digital ...Stefan F. Dieffenbacher
The User Experience Strategy behind one of Europe’s largest Digital Transformations is a presentation that summarizes the digital strategy approach taken for a key bank in Europe.
It takes the reader through three stages:
1. Why was a digital strategy required to start with? Why could the bank no more operate as-is?
2. What was the overall solution and design approach? At this point in time, the Digital Leadership strategy framework is being introduced.
3. How was the actual solution developed across both phases? In the first phase, the presentation talks through the key steps, namely:
3a. customer segmentation
3b. persona development
3c. understanding of user needs
3d. understanding of business needs
3e. developing an overarching vision based on business goals and user needs
3f. Deriving the functional scope - termed at Digital Leadership a Scope Landscape
The second phase then goes on to detail out the solution approach which was basically about detailing out the strategy from phase 1 and validating it in details.How to make your intranet as addictive as facebook slideshare
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受講対象: Deep Learning の基礎を理解し、最新状況を理解したい方。あるいは既に Chainer をご利用の方は是非ご参加ください。
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Digital Transformation - International Days - Artevelde University College - ...
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The internet has been around for 25 years and has caused many disruptions. With more disruptions to come, many organizations are seeking for ways to use digital opportunities in a meaningful way creating more value for customers and sustaining their business.
The impact of the development of the Web on marketing and communications and how it causes digital disruption for companies is shown in this talk. With practical examples you will get insights in how organizations can create more value for customers at the same time also the organization can benefit from these efforts. Several digital developments such as mobile, social and 'internet of things' will be presented. Besides the use of theoretical models for digital disruption and digital transformation, some case studies are presented which bring directly applicable tips to take home.
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How disruptive Innovation can be realized in Banking & Insurance
How disruptive Innovation can be realized in Banking & Insurance
Why is this successful?
- results are almost guaranteed due to the funnel
- winning ideas are likely to be AWESOME, because they have seen many iterations
- bad ideas drop out immediately high cost savings
- highly motivated employees
We create new products/services, entire startups or a digital unit for you
With our approach, team, technology and entrepreneurial attitude we identify, validate and evolve business opportunities and quickly turn them into highly profitable businesses – potentially even realizing a disruptive product. We have a proven track record with top market players across a wide range of industries. Talk to us to see how we can develop awesome ideas for your digital future.
We love to design the future – together with you.
1 | Robust Framework
A blend of the best Silicon Valley-proven methodologies forms our comprehensive framework:
Design Thinking
Business Model Generation,
Lean Startup, Lean Marketing, Lean Analytics,
Customer Development,
Agile, Scrum, Kanban …
We guide the project team throughout the process using our framework.
1 | New products, services and disruptive business ideas
We build digital products and services for B2C and B2B that we validate in multiple iterations with your potential customers. In the next stage, we launch the product/service as a Minimum Viable Product (MVP) to validate it by a larger target group and that’s when we start pivoting and tweaking. If customers love the product/service and are willing to pay for it, we consider the product investment ready and that’s when we start growth-hacking the new business. Naturally, all decisions are data-driven.
THIS IS AWESOME - Company Builder
2 | From new departments to entire startups
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a new department within your exiting organization
adoption by an existing department within your organization
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Keynote: "Digitale Transformation für Banken - mitspielen oder untergehen"
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2/ Noch nie war der Appetit nach Innovationen größer - wie können Banken reagieren?
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Drei Kerngedanken...
1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn. 2. Banken sind heute ein “low involvement business”.
3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen
um ihre Konkurrenten in den Hintergrund zu drängen.!
Im zweiten Teil wird der Hunger nach Innovationen dargestellt. Aber was ist eine Innovation? Die großen des Internets - Apple, Google, Facebook, AliBaba und Amazon leben und sind vorwiegend durch User Experience Innovationen erfolgreich geworden.
Es braucht einen klaren Ansatz um eine Digitale Strategie zu erstellen und die digitale Transformation zu schaffen. Die 7 zentralen Schritte hierzu werden knapp anhand von Beispielen aufgezeigt:
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Stakeholder identification
Personas
Initial market & competitive analysis
Other inputs to needs
2/ Expected benefits
Departmental inputs
Benefits identification
Benefits breakdown
BI & Analytics review
Initial opportunity identification
3/ Overall direction
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Project Motivation
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Key user tasks
Cross-channel experience journeys
Scope Landscape
Roadmap
Content org model
Site org model
5/ Costs
Technical architecture
Draft cost breakdown
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Organisational setup post launch
Cost assumptions
6/ Business Case
Business case
Funding options
Business Case presentation
7/ Approach & Plan
Initial draft plan till go-live
Project plan strategy & concept phase
Going Digital: The Banking Transformation Road Map
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
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This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
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- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Whitepaper: Why banks need to move if they want to own banking in the future.
Whitepaper: Why banks need to move if they want to own banking in the future.Stefan F. Dieffenbacher
1. Executive Summary
Driven by the top Internet players the speed of change in the financial services market is rapidly increasing. To secure their business and generate further growth these Internet players are forced to attack additional markets and the financial services market is one of them.
They will conquer the financial services market by
• utilizing their global customer base and advanced customer intelligence (data),
• by connecting today separated services to an eco system using technology and delivering advanced user experience
• and their ability to move fast.
Their entry point to the financial services market is the offering of payment services to their clients through the use of their mobile devices. Extending the functionality of wallets will challenge classical retail banking’s value proposition as these Internet companies can go far beyond classical value propositions.
Some traditional financial services companies already start to understand that the time for a change has come, as these developments will challenge their core business models in very few years. For the first time, this many large-scale companies are starting to invest in programs in large excess of €500m to become better in digital.
While huge investments are not a sufficient reaction to the challenges of the market, players that will not follow the trend will lose their current position in the next years.
Traditional bank’s service offering and channel mix needs to be further rethought and adapted, followed by a fast-paced execution to respond to today’s quickly emerging reality. Players who are not able to manifest their position in the digital channels soon will be challenged in their existence.
The strategic transition needs to be guided by a short-term tactical approach to seriously start earning money in digital. On top of the pure positive financial impact of such a tactical approach, achieving significant sales through a much stronger public website as well as data-driven up- and cross-selling measures will start a cultural shift within the bank. When executives and employees discover that suddenly the digital channels generate large amounts of money, a movement of change could be kicked off. That would be the basis to understand the urgency and the possibility to develop a guiding coalition – the start of any strong change process.
2. Introduction
We are convinced that banks needs to even further raise their attention to their Digital Channels and some necessary adoptions of their business models to stay long term successful. We have rationalized our analysis and proposed actions by a large body of research and facts, which provide deep evidence and insights in recent market evolutions.
To provide a complete picture we showcase recent alterations and transformations in diverse industries, highlight the changing face of the insurance industry and subsequently dive into an analysis of the banking industry. We cover wKeynote: The User Experience Strategy behind one of Europe’s largest Digital ...
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2. What was the overall solution and design approach? At this point in time, the Digital Leadership strategy framework is being introduced.
3. How was the actual solution developed across both phases? In the first phase, the presentation talks through the key steps, namely:
3a. customer segmentation
3b. persona development
3c. understanding of user needs
3d. understanding of business needs
3e. developing an overarching vision based on business goals and user needs
3f. Deriving the functional scope - termed at Digital Leadership a Scope Landscape
The second phase then goes on to detail out the solution approach which was basically about detailing out the strategy from phase 1 and validating it in details.Viewers also liked (17)
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According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
20240425_ TJ Communications Credentials_compressed.pdf
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdf
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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