Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
Workshop digital transformation strategy digital road-map trainingMiodrag Kostic, CMC
Presentation "Digital transformation strategy workshop" Interactive training course on how to create digital strategy and digital road map for digital transformation?
Miodrag Kostic, CMC, CDC
Certified digital transformation expert - consultant
http://www.businessknowledge.biz/
http://www.miodragkostic.com/
What is Digital Transformation? What are the friction points and the mental challenge? How is the mindset around disruption managed and what is Manchester Metropolitan University doing about this?
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
Workshop digital transformation strategy digital road-map trainingMiodrag Kostic, CMC
Presentation "Digital transformation strategy workshop" Interactive training course on how to create digital strategy and digital road map for digital transformation?
Miodrag Kostic, CMC, CDC
Certified digital transformation expert - consultant
http://www.businessknowledge.biz/
http://www.miodragkostic.com/
What is Digital Transformation? What are the friction points and the mental challenge? How is the mindset around disruption managed and what is Manchester Metropolitan University doing about this?
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Digital Transformation - another buzzword around the globe, is it? Well, it is a trend of course, but, all of trends has some reason behind them. So, what Digital Transformation stands for? What is transformed? How the transformation is done? Why do we need to transform something? This presentation focuses on answering these questions and understanding what stands behind the trend called Digital Transformation from user experience point of view.
The term Digital Transformation is everywhere. Whether it's thrust upon our employees or communicated to us by Thought Leaders. But what does it all mean? Our Slideshare covers your basic guide to understanding the term.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
The best digital transformation frameworks in 2020run_frictionless
We review digital transformation frameworks from the world’s top digital transformation consulting companies. PwC, McKinsey, Accenture, EY, Gartner, CapGemini, MIT, Cognizant, Altimeter, Ionology.
> Read the full review here: http://bit.ly/31e9dtP
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Digitally mature organisations are more competitive. But how to get there? We help measure your digital maturity. Both quick wins and a structural approach result from it.
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
Technology disruption is proliferating at a pace faster than most anticipated. There is an urgency and an imperative to transform. This white paper introduces a framework for Enterprise digital transformation and a detailed guide to achieve digital transformation dexterity
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
A talk on how to use customer insights to guide your digital transformation programmes, presented by @chudders at eCommerceSW at the Paintworks in Bristol on 19th October, 2017.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Digital Transformation - another buzzword around the globe, is it? Well, it is a trend of course, but, all of trends has some reason behind them. So, what Digital Transformation stands for? What is transformed? How the transformation is done? Why do we need to transform something? This presentation focuses on answering these questions and understanding what stands behind the trend called Digital Transformation from user experience point of view.
The term Digital Transformation is everywhere. Whether it's thrust upon our employees or communicated to us by Thought Leaders. But what does it all mean? Our Slideshare covers your basic guide to understanding the term.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
Ron Tolido presented this at our Meetup on Sept. 16th, 2013.
With digital transformation, the use of digital technologies to radically improve the performance or reach of enterprises, companies can become more customer-centric, more valuable and more profitable. Ron Tolido (@rtolido) discusses digital maturity, digital governance and the role of the chief digital officer (CDO), design principles and a digital transformation roadmap.
The best digital transformation frameworks in 2020run_frictionless
We review digital transformation frameworks from the world’s top digital transformation consulting companies. PwC, McKinsey, Accenture, EY, Gartner, CapGemini, MIT, Cognizant, Altimeter, Ionology.
> Read the full review here: http://bit.ly/31e9dtP
Digital technology is everywhere. As a consequence, companies need fully embrace the digital transformation. To succeed, it is no longer sufficient to optimize front offices and increase customer experience by using digital. Instead, companies need a solid enterprise-wide transformation to reap the full potential of digital. We team up with clients to explore and define a digital strategy and road map to this end, thereby also creating a kick starter for change.
Digitally mature organisations are more competitive. But how to get there? We help measure your digital maturity. Both quick wins and a structural approach result from it.
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
Technology disruption is proliferating at a pace faster than most anticipated. There is an urgency and an imperative to transform. This white paper introduces a framework for Enterprise digital transformation and a detailed guide to achieve digital transformation dexterity
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
The Ultimate Guide to Digital Transformation for CIOs.pdfSparity1
We are the leading digital transformation,App development,Legacy transformation,Cots customization,Qa,Maintenance support and Rpa services provider in USA. Whether it is re-engineering the product with the best UI/UX practices or bringing in AI-powered automation to the operations, we make the digital journey hassle-free.
Putting People At The Heart Of The Digital TransformationBruno A. Bonechi
People are behind every technological development. Human intelligence drives Artificial Intelligence (AI), Machine Learning (ML), the Internet of Things (IoT), Big Data, and Analytics. The future of our digital economy, with its promises of greater efficiency and sustainability, requires committed individuals and teams who fully understand the digital journey to enable and accelerate digital transformation.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
Is your organization struggling to navigate the Digital Transformation jungle? We've tapped into the minds of top IT and tech experts to get you the insights you'll need to find your way out of the wilderness!
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
How Technology Transformation Impacts Businesses: Role of the CIODerrydean Dadzie
Throws light on how CIOs in an organisation play an instrumental role in Technology and Digital Transformation. Provokes the traditional idea of what CIOs should do and inspires an awakening for a reassuring paradigm of the role CIOs can play and should play in the running organisations in the digital era.
The Real Impact of Digital - As Seen From the "Virtual Coalface"thisfluidworld
A new study by INSEAD and this fluid world challenges some of the common assumptions and beliefs about the positioning of “digital”. The study approaches the issue of digital from a fresh direction: the real perceptions and experiences of managers on the ground and “in the coalface” of business. The results, as well as 21 insights and recommendations for the 21st century, are highlighted in this report The Real Impact of Digital - As Seen from the “Virtual Coalface”.
The State Of Digital Transformation In China Versus The Rest Of The World by ...Brian Solis
When Brian Solis was principal analyst at Altimeter Group, he launched a highly regarded series that captured the global state of digital transformation. In 2019, Brian partnered with Prophet Asia's Leon Zhang and Benoit Garbe to zoom in on digital transformation in China. The team quickly realized that China is very different than the rest of the world. As a result, Brian created this document to highlight those differences and also provide recommendations in how to more effectively compete.
Similar to Digital transformation: Managing the change (20)
[This presentation evolves the ideas contained in this article: https://uxdesign.cc/applying-designops-to-product-teams-3defc468a03]
DesignOps and ProductOps have emerged as new key disciplines that have a major impact on how service and product organisations deliver experiences to their customers.
As with every new discipline, both Design and product Ops are still fluid and in many cases, their remit and roles are blurred.
It is indeed important to understand how these two functions can collaborate and enable design thinking, lean startup, and agile to be implemented in the best possible way to maximise efficiencies and business results.
By looking at the product lifecycle, this presentation highlights the skills and domains owned by DesignOps and ProductOps, identifying opportunities for an effective collaboration that benefits the design and product teams and impacts both the users and the business.
Pushing DesignOps’ Influence into New Global Markets - P. Bertini & A. Mengon...Patrizia Bertini
DesignOps is a fast-growing discipline throughout the US, the UK, Australia, and Canada. However, in many countries DesignOps is still an immature and emerging discipline. What are the key challenges and what’s missing in the DesignOps’ narrative to support the development of the practice in new global markets? We’ll look at two case studies in Latam and Italy to identify the trends and the ways to push DesignOps boundaries around the world.
Presented by Patrizia Bertini and Alexandra Mengoni Leon at Rosenfeld DesignOps Summit 2022
Efficient Teams Do Not Happen. They are Designed. It's called DesignOpsPatrizia Bertini
There's an art behind happy and efficient teams and it's called DesignOps. Several studies demonstrate that designers spend up to 60% of their time doing non-design work.
But do you know where your team is spending their time instead of working on doing great design? Have you ever thought to measure your teams' inefficiencies?
DesignOps is the facilitating function that supports design teams to scale by improving ways of working, x-functional collaboration and processes so that designers can focus 100% on doing design.
This talk, based on first-hand experiences and learnings, will focus on key best practices to help position DesignOps at the right altitude, identify the right allies, and assess design teams’ performance and opportunities.
DesignOps has rapidly become a thing: with design becoming a strategic function within the business and with the growth and globalisation of design teams, managing teams effectively to create operational and spending efficiencies has become a growing need.
Moreover, recent studies have demonstrated that during the pandemic, organisations that had a DesignOps function performed better and were able to adapt quicker to the new working models.
Nevertheless, there are still a few key questions: What is exactly DesignOps? What can DesignOps do for me and my teams? How do I know when should I start considering it? This presentation will answer the key questions about DesignOps and how Tide’s have invested in DesignOps today.
Presentation Shared at the Fintech Design Summit 2021.
DesignOps and the design of efficient teams: the metrics and the processes th...Patrizia Bertini
How efficient is your design team?
Do you know which are the most time consuming tasks for your team? And how are you measuring your team’s efficiency?
As Design teams grow both in size and scope, it is important to ensure that the operation is seamless operation and the ways of working can empower designers to work and collaborate easily. Yet today, in many teams, there are a number of invisible and hidden inefficiencies.
Understanding those inefficiencies, quantifying their impact, and identifying the biggest opportunities for the teams and the business is what DesignOps does, and these are the topics of this presentation.
Because efficient design teams do not happen. They are designed.
DesignOps is all about scaling up design teams while creating organizational efficiencies yet it is not always evident how impact and gained efficiencies can be quantified and measured.
There’s a certain confusion around what are the inefficiencies and there is no established process to determine those metrics. This session is not about providing a list of metrics to be replicated. It’s about providing a tested approach on how to identify, quantify, and measure inefficiencies and how to define measurable and realistic targets. This approach can be applied and replicated in any context to support the DesignOps community to gain additional credibility and to ensure DesignOps professionals are able to demonstrate the value of their work to the business with objective data points and quantifiable gains.
Presented at DesignOps2020 by Rosenfeld Media on October 22, 2020.
Making UX research happen: the impact of a User Centred DesignOps ApproachPatrizia Bertini
We all know that designers spent a lot of time in mundane, non-design tasks. But how much time?
What is DesignOps and ResearchOps and how can these disciplines help your team and designers to work smarter and better?
What are the bottlenecks and inefficiencies that are compromising your design teams' ability to deliver excellence?
This presentation is a story about inefficiencies and how understanding and analysing problems can have an impact on design teams, design leaders, and the business.
This is the story of how designops looked at the research participants' recruitment problem across seven globally distributed teams and turned a problem into an opportunity, creating both spending and operational efficiencies.
In one year DesignOps generated 60% in cost savings and saved 430+ working days to the teams while increasing the number of user testing and research participants by 4 times.
Because this is what DesignOps does: create spending and operational efficiencies.
Applying ResearchOps and DesignOps in globally distributed teams @ the Global...Patrizia Bertini
How can we organise and manage globally distributed teams, harmonise design and research processes and tools, increase spending efficiencies, boost teams’ productivity, decrease research and design lead time, and create a OneTeam mentality? How can we foster a rapid experimentation mentality, increase our data informed, customer-backed, and insight lead approach to design across 7 regions? These were few of the challenges I faced when I started my journey in DesignOps leading the designOps for 7 teams across the globe. This talk will highlight the strategic planning and execution behind the establishment of a global DesignOps practice through a case study that will describe how we identified the priorities and executed a global roadmap and how we have been promoting an insight and research focused approach to design to empower designers and to strengthen Design’s strategic role within the company.
What is Digital Transformation? And how can it be measured?
Many organisation think that spending and investing money into new technologies is enough to grant a successful Digital Transformation. Yet, despite the exponential increase in technology spending, only 1 in 8 companies are getting digital transformation right.
Why is that?
The first reason is the assumption that digital transformation requires technology: while technology is an enabler and supports the transformation of the organisation, only an appropriate change management approach and a focus on customer experience and the relationship organisations have with their customers and their employees can lead to positive transformations.
In order to fully understand how an organisation is doing in the area of Digital Transformation, this deck provides some insights and a set of KPIs to support organisations to assess how they are doing and what to improve to be one of the few companies that are successfully achieving the full potential of digital.
Are You Designing for engagement or interaction?Patrizia Bertini
Do you want to influence actions or do you want to involve emotionally?
How do you decide if you need to focus on interaction or engagement?
And what are the differences between engagement and interaction?
PRESENTED ON 12TH OCT 2016 @ MEXDESIGN16
The relationship between Business and Design: the Lego Serious Play casePatrizia Bertini
The relationship between business and design has gone through deep changes in the past years. We are assisting at a convergence between business and design lead by the formalisation and adoption of design thinking and the revelation that good design is good business: many approaches from design have migrated into business and management enhancing the potential of business focused companies. But there is a very special case of a method that was developed as an answer to a business need that has successfully migrated to design practices. This is the case of Lego Serious Play: developed from the '90s to improve the quality of strategic development meetings it has now been adopted by design companies to enhance creative processes.
Presented at #CassCreativity Seminar series on May 4th 2916.
Using LEGO Serious Play to boost collective creativity & increase trustPatrizia Bertini
UX is a team effort: So many different skills, points of views, and expertise is needed to deliver best-in-class services and products. But to do this a team must function well, with members trusting each other and communicating smoothly, overcoming differences and diverse point of views. In this session we'll use LEGO Serious Play to think creatively in groups, share ideas, innovate, and co-create the next winning experiences through efficient interaction, participation, collaboration, and a shared goals.
What Can Participative design do for you and what you can do for participativ...Patrizia Bertini
Participative design, or co-creation, can be a game changer.
The UX industry is evolving and so should evolve the tools and the approaches that allow professionals to deliver meaningful and valuable experiences.
Participative design has been around since the '70s - and the raise of a collaborative culture enhanced by technology are quickly changing the way users and customers engage and communicate with brands, organisations, and companies.
How and why companies should consider a participative approach?
[Presented at UX Crunch London, 29th September 2015]
Lego Serious Play : Enhancing collaboration @AgileCymru15Patrizia Bertini
What are the key values and aspects of Lego Serious Play that can support and help the Agile community?
What makes Lego Serious Play a tool that an Agile practitioner can take and apply in their everyday's practice?
Thoughts, reflections, and inspiration for the Agile community.
LEGO Serious Play: bringing creative collaboration in UX Patrizia Bertini
We live in an Experience Economy, where the value of a product or service is determined by users' experience with the product and the service.
We have left the classic economic model, where the value was created by the organisation only: today the value is cocreated together with the users.
Not engaging with the users and not taking into consideration the user as key element that influences and determines the value of a product or a service is a risk none can afford. Understanding and engaging with the users is today the key differentiator - insights and observations from the users are today a valuable asset for any organisation.
LEGO Serious Play is a method that engages all actors involved in the value creation process: a playful experience where participants negotiate meanings and values, generate ideas and concepts, share visions and thoughts through metaphors and storytelling.
By playing new visions emerge and new opportunities arise for everyone.
But we need to be brave enough to play, to engage in conversations, to listen to the others, and accept the differences. And by realising the different points of view, take unexpected roads that lead to change and innovation.
There has been a divorce between users and organisations and today's UX practice risks to miss some key points. We are not designing anymore for needs, but for values and meanings which can only be revealed through participative activities where users, designers and stakeholders have the opportunity to collaboratively construct and shape innovation.
Co-creation can be extremely beneficial to UX as can complete its approach by giving vision, engaging users in conversations - because "markets are conversations".
Presented on July 15th at LadiesThatUX - London
LEGO SERIOUS PLAY: Imagination & Creativity for the BusinessPatrizia Bertini
Lego Serious Play is a creative, imaginative and story-telling based approach that since 2002 has been successfully adopted by businesses ad organisations all around the world.
LSP has proved to be an effective solution for team building, strategy, co-creation, concept, conflict resolution…
And its efficacy can be tracked back to the key theories that have been included in the development and formalisation of LSP: from management, Psychology of play, Imagination, Embodied cognition, Metaphors, constructionism… They are all perfectly integrated in the Lego Serious Play experience and deliver unexpected results efficiently. This presentation tells who adopted this approach and the whys.
LegoViews: a LEGO® SERIOUS PLAY™ based interviewing technique.Patrizia Bertini
LegoViews is an innovative journalistic interviewing technique developed by Patrizia Bertini, Certified LEGO® SERIOUS PLAY™ facilitator. Starting from the theoretical framework of LEGO® SERIOUS PLAY™, the LegoView technique allows new ideas and new concepts to emerge, providing original and new insights about the topics at hand. The Lego-interviewing technique has been tested in highly sensitive contexts, including Palestine, Israel and the Occupy LSX movement, and it has also been used to provide new insights on specific concepts, like art, creativity, colour and architecture by involving artists, architects, professionals and thinkers.
The presentation was given during the LEGO® SERIOUS PLAY™ Certified facilitators' Annual Meeting in Billund (Denmark) on April 7th 2013.
The presentations draws from LSP workshops' and Lego-interviews' experiences to present similarities and differences and to highlight the high potential of a creative and constructive approach both to elicit new meanings and perspectives and to create new meanings. A final comparison between LEGO® SERIOUS PLAY™ and LegoViews completes the presentation, summarising more than 3 years' work and research in the field.
Presentation about the Lego serious play experience at University of Ferrara, dept. of Architecture and an introduction to what Lego-interviews, aka LegoViews are.
In Italian.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Agenda
• The scenario
• What is happening?
• Why is it happening?
• What is Digital transformation?
• How organisations can start a
digital transformation?
• The role of people & management
• The competing values framework
• How to measure culture?
• How to digitally transform? A roadmap
• How to measure digital
Transformation?
4. Digital transformation
spending is growing
The IDC report 2018 estimates
Worldwide spending on digital
transformation technologies,
encompassing hardware,
software and services, is
expected to reach nearly $1.3
trillion in 2018
5. The (wrong)
assumption: Digital
business is about
digital technologies
57% of organisations say
that implementing key
digital technologies is
critical to enabling their
digital business, a Forrester
study says
6. The drivers: CX,
Innovation and Time to
Market
Forrester reveals that the
top three digital
transformation drivers are
improved customers
experience, increased speed of
innovation, and improved-time-
to market
7. 84% Of organisations
fail at Digital
Transformation
Forbes and IBM report that
1 in 8 organisations had
Digital Transformation right
and more than 50% of
companies failed
completely
8. Out of 9 dimensions that
define digital transformation
maturity, only 8% of the
organisations consider their
journey to be complete. Most
companies are still
transitioning, with 23% at an
earl stage.
[Ovum intelligence 2017]
Digital transformation is happening. But slowly.
9. The 10 top obstacles
1. Inability to experiment quickly (53%)
2. Legacy systems (52%)
3. Inability to work across silos (51%)
4. Inadequate collaboration between IT
and lines of business (49%)
5. Risk-averse culture (47%)
6. Change management capabilities
(46%)
7. Lack of a corporate vision for digital
(39%)
10. Fear of the unknown
technologies hinders
transformation
52% of executives cite
"a lack of familiarity with
technology"
as a barrier to digital
transformation.
11. Digital transformation
is (still a Missed)
opportunity
A study by Accenture highlights that
87% of companies say that digital
transformation is an opportunity,
only 5% say they have mastered
digital to a point of differentiation
12. The result is that
organisations are lost
and are losing
CapGemini’s reports that since
2000, 52% of companies in the
Fortune 500 have either gone
bankrupt, been acquired or ceased
to exist.
14. confusion
The growth of
technology investments
is an indicator of the
current confusion.
Organisation are unable
to clearly identify
• the root causes that
are shaking
organisations
• The essence of
Digital transformation
15. The truth
It is not the
strongest of the
species that
survives, nor the
most intelligent that
survives.
It is the one that is
the most adaptable
to change.
16. Digital darwinism
This is an era where
technology and society
are evolving faster than
businesses can naturally
adapt. This sets the
stage for a new era of
leadership, a new
generation of business
models, charging behind
a mantra of “adapt or
die.”
B. Solis
18. What is really happening
Rate of technological change
Individuals are quick and adept at adopting new innovations
Organisations are not fast enough to adapt and businesses still adopt
first industrial structure, processes, and management
The gap between public policy and the other domains results in
imbalances and challenges for business
20. It’s not about
technology, It’s about
people!
the problem comes down to
human capital strategies:
how businesses organize,
manage, develop, and align
people at work to deliver
successful customer and
employee experiences.
21. Why is it happening
today?
The rational and the background
22. We are Digital
The change from atoms to bits is
irrevocable and unstoppable.
Why now?
Because the change is also exponential
— small differences of yesterday can
have suddenly shocking consequences
tomorrow.
N. Negroponte 1995
23. Markets become
conversations
“Networked markets are beginning to
self-organize faster than the companies
that have traditionally served them.
Thanks to the web, markets are
becoming better informed, smarter, and
more demanding of qualities missing
from most business organizations.”
AD 2000
25. Digital is changing the
ways of being
… just as elevators have changed
the shape of buildings and cars
have changed the shape of cities,
bits will change the shape of
organizations, be they companies,
nations, or social structures.
N. Negroponte 1995
26. Relationships have
been transformed.
This requires
adaptation
Technology has changed the
relationships between customers
and organisations deeply affecting
organisational models and
management systems
28. DIGITAL IS AN ADJECTIVE TELLING HOW WE CAN CHANGE
28
Digital Transformation
1650s, "pertaining to fingers," from Latin digitalis,
from digitus. Meaning "using numerical digits" is from
1938, especially of computers after c. 1945.
From trans "across, bayond" + formare "to form”.
c. 1400, from Old French transformation and directly from
Church Latin transformationem (nominative transformatio)
"change of shape," noun of action from past participle stem
of transformare
29. THE THREE ERA OF DIGITAL TRANSFORMATION
29
Digitization
the conversion of analog
information into digital form
or digits (ones and zeros)
Digitalization
the use of digital
technologies to change a
business model and provide
new revenue and value-
producing opportunities
Digital
transformation
applying digital technologies
to impact ALL aspects of
business
30. What digital
transformation isn’t
about
• ‘going digital’
• forcing everything to be
digitalized, dematerialized,
transposed into bit and bytes
• all to do with the development of
new apps and tools
31. Yet the connection
between technology
and transformation is
still unclear
[Digital Transformation is ] The use
of cloud, mobile, analytics and other
emerging technologies to stimulate
business growth.
CIO.com
32. Change is the key
• Digital Transformation is less
about digital and more about
transformation.
• It is about the overall
improvement of ways of working
and efficiency of an
organisation.
33. Digital Transformation
is less about digital
and more about
transformation
The strengths of digital technologies
such as analytics, cloud, social
media, is NOT in the technology.
Digital technologies are not the goal,
but a tool to transform organisations’
ways of working and businesses.
34. What digital transformation
is actually about
• transforming society
through new ways of
thinking
• These new ways of
thinking are enhanced by
• technological advancement
• digital literacy
• It’s a holistic and systems-
thinking driven approach
• It’s about digital
capabilities allowing us to
access and see the world,
people, and relationships
under a brand new light
35. Digital transformation
is…
the realignment of, or new investment in,
technology, business models,
and processes
to drive new value
for customers and employees
and more effectively compete in an ever-
changing digital economy.
B. Solis
36. Digital transformation
as a process
Digital transformation is a
process enhanced by the
technological changes we have
been subject to that is deeply
transforming our lives and
experiences as individuals and
humankind.
38. How organisation can start
a digital transformation?
Planning and designing digital transformation
39. Digital transformation
is a collective effort
Digital transformation requires a
deep understanding of the whole
organisation, both inside-out and
outside-in.
It’s not the job of a person or team,
but a collective effort of the whole
organisation.
40. The key is …
analysis!
• how the organization
operates at every level
• understanding what are
the obsolete practices
• acknowledging which
processes are hindering
• the organizations
• (and more
importantly) people’s
potential
41. System thinking
System thinking is a
method of critical
thinking that requires to
analyse the relationships
between the system's
parts in order to
understand a situation for
better decision-making.
42. Organisations as
system
A system is a set of parts that
interact and affect each other,
thereby creating a larger whole of a
complex thing
43. System thinking &
Management
The whole system is the
organisation in relation
to its environment.
It’s used in
management to
examining the linkages
and interactions
between the
components that
comprise the entirety of
that defined system.
44. System thinking & the
business
The organisation is seen as an
integrated, complex composition of
many interconnected systems
(human and non-human) that need
to work together for the whole to
function successfully.
Whole systems are composed of
systems, the basic unit, which
comprise several entities
• Policies
• Processes
• Practices
• People
45. Change
Organisations know they have to
change how they operate.
But change management is hard.
Digital transformation requires a
change management approach.
46. Where would you start the
change and your digital
transformation?
And now?
48. What’s organisation’s
purpose?
In the past,
organisations’
purpose was to
produce goods and be
efficient
Today organisations
create memorable
and meaningful
experiences
Management has
entered a new era
of empathy
49. management in the
industrial age
• Organisation as machines
• Standardised processes
• Consistency of production
• Predictability
• Stability is the norm,
change an exception
• Exploitation of existing
advantages
• Focus on execution of
mass production
51. Old models don’t
work
In today’s transformed
society obsolete
industrial manufactory
organisational models
show their weaknesses.
Those models emerged
to support factories to
efficiently produce
goods,
but today we produce
services and
experiences.
52. Bell and the raise of
the Post Industrial
society
The concept of the post-
industrial society deals
primarily with changes in
the social structure, the
way in which the economy
is being transformed and
the occupational system
reworked, and with the new
relations between theory
and empiricism, particularly
science and technology.
Bell 1974
53. Signs of a post-
industrial society
In early 70s, Bell described the key signs of the post-
industrial society:
• a shift from manufacturing to services
• the centrality of the new science-based industries
• the rise of new technical elites and the advent of a
new principle of stratification
• rise of professional and technical employment
and the relative decline of skilled and semi-skilled
workers
• Human capital is regarded as an essential feature
in understanding the strength of a society
• rising importance and prevalence of education
• The infrastructure of industrial society was
transportation. The infrastructure of the post-
industrial society is communication
• knowledge theory of value: Knowledge is the
source of invention and innovation. It creates
value-added and increasing returns to scale and is
often capital-saving
54. The Post-industrial era
Is all about people
The inadequacy of old models is
reflected in structural tensions
between departments,
employees, and customers.
Today the most valuable assets
for service and experience
creation are people, ideas, and
collaboration.
55. Joe pine and the
experience economy
An experience occurs when a
company intentionally uses
services as the stage, and
goods as props, to engage
individual customers in a way
that creates a memorable
event.
Commodities are fungible,
goods tangible, services
intangible, and
experiences memorable.
Buyers of experiences value
what the company reveals over
a duration of time.
Pine, 1998
56. The experience economy
• Commodity business charges for
undifferentiated products.
• A goods business charges for
distinctive, tangible things.
• A service business charges for the
activities you perform.
• An experience business charges
for the feeling customers get by
engaging it.
• A transformation business charges
for the benefit customers receive
57. How can we affect people’s
behaviour and drive
change?
Change is about people
58. The Competing Value
Framework
• The Competing Values
Framework was distilled by
Quinn and Rorbaugh (1983) by
Cameron and Quinn
• Initial focus was understanding
how organisation can improve
their efficacy
• The framework is used for
cultural assessment
59. The 2 dimensions:
in/out
The horizontal dimension maps
the degree to which the
organisation focuses inwards or
outwards.
To the left, attention is primarily
inwards, within the organisation,
whilst to the right, it is outwards,
towards customers, suppliers and
the external environment.
60. 60
INWARD VS OUTWARD
Internal focus
and integration
External focus
and differentiation
In competitive climates or where external
stakeholders hold sway, then this
challenge must be met directly.
An internal focus is valid
in environments where
competition or customer
focus is not the most
important thing
61. The 2 dimensions:
FLEXIBILITY /
CONTROL
The vertical axis determine who
makes decisions.
At the lower end, control is with
management, whilst at the upper
end, it is devolved to employees
who have been empowered to
decide for themselves.
62. 62
FLEXIBILITY VS CONTROL
Control is with management
Control is devolved to employees who have been
empowered.
When environmental forces create a need for
change, then flexibility becomes more important.
Flexibility
Control
Stability is a valid form when the business is stable
and reliability and efficiency is paramount
63. 63
THE FRAMEWORK
Inward Outward
The Competing Values Framework emerged by
plotting those two dimensions in a matrix.
The four quadrants correspond with 4
Organisational Culture Types that differ strongly
on these two dimensions or four values
Flexibility
Control
64. 64
THE FRAMEWORK
Flexibility
Control
Inward Outward
Value-enhancing activities
in the Collaborate
quadrant deal with
building human
competencies, developing
people and solidifying
organizational culture.
This quadrant deals with
innovation. Create
quadrant strategies
produce the most value in
hyper-turbulent fast
moving environments that
demand cutting-edge
ideas and innovations
Board members value
being aggressive and
forceful in the pursuit of
competitiveness,
customers are of highest
priority. The organizations
manage portfolio of
initiatives, financial
partnerships or
acquisitions.
Organizational effectiveness
is associated with capable
processes, measurements,
and control. Activities
include quality
enhancements such as
process control, efficiency
improvement.
68. OCAI
There’s a simple survey based
assessment called OCAI:
Organisational Culture Assessment
Instrument
69. How does it work?
• The survey is shared with the
everyone in the organisation
• It’s made by 6 questions with 4
options each
• Participants divide 100 points
over a number of descriptions
that correspond to the 4 culture
types based on their
experience
• Participants are asked to
answer the questionnaire a
second time, this time dividing
the 100 points according to
what the respondent would
prefer for the future
70. What does ocai
measure?
The six culture aspects that
are assessed in the survey,
are:
• Dominant characteristics
• Organisational leadership
• Management of
employees
• Organisation glue
• Strategic emphases
• Criteria of success
71. THE OCAI REPORT
A culture profile shows the following:
• The dominant culture
• Discrepancy between present (the
fuchsia area) and preferred culture
(the blue area)
• The strength of the dominant
culture (the number of points
awarded)
• The congruency of the six aspects
(Cultural incongruence often leads
to a desire to change, because
different values and goals can take
a lot of time and discussion)
71
73. In a system thinking
approach
Understanding the
system’s nature,
dynamics, and
aspiration helps
defining priorities
and understanding
the values that
matter and have the
biggest impact on
the organisation.
74. From culture to
transformation
Understanding the culture
and how people experience
the organisation allows us to
analyse the next dimensions:
• Customer experience (the
driver)
• Business model
• The organisation
• Processes
• Leadership and
capabilities
• Technology &
infrastructure
75. The roadmap to Digital transformation
Customer
Experience
Understand
the customer
Onmichannel
seamless
experience
design
Streamlined
customer
processes
Operational
model
Digitalise
processes
Performance
management
Operational
transparency
& governance
Business
model
Value
configuration
Reshape
organisation
Strategy
integration
Leadership
& capability
Define skills
and training
needs
Share
strategy,
visions, goals
Distribute
leadership
and empower
Technology Business and
IT integration
Unified data
and
processes
Solution
delivery
76. The ultimate goal of
Digital transformation
To increase value
creation for the
business through
digitally enhanced
processes that
increase internal
efficiency and
overall customer
and employee
satisfaction.
77. THE KEYS TO SUCCESS
77
It’s a whole
organisation’s
activity
It requires
collaboration &
involvement
from everyone
It’s not the
work of an
individual
Experiment, be
agile, be ready
to fail
Ensure Clarity
around the
goals
78. How can you measure
Digital Transformation?
Use the right KPIs
80. Customer experience
Digital transformation changes the
relationship with the customers
For this reason customer focused
metrics are key to prove that brands
are shaping new relationships
82. Customer Effort
Score (CES)
• CES measures how
much effort the
customer put into a
specific interaction with
the brand
• The assumption is that
low effort interactions
drive loyalty
• It’s a short term and
touchpoint focused
metric
83. New Promoter Score
(NPS)
• Measures loyalty and
longer term
relationships
• It focuses on the
existing ongoing
relationship between
the brand and the
customer
• It’s strongly correlated
with measures of
company growth
84. In 1977, 32% of U.S.
shoppers experienced issue
in shopping.
In 2017, the 2017 Customer
Rage Survey says that
figure had risen to 56%
The relationship between
customers and
organisations is changing.
And is changing fast.
85. Operational models
How the organisations operates
internally is key to ensure results
and value creation for the
organisation, its employees, and the
customers.
86. The operational model
affects the CX
How an organisation deals with the
customer defines the relationship
the brand creates and it reflects the
organisation’s ability to adapt to the
changing environment
87. The Customer issue
resolution capability
• Customer issue
resolution capability is
the percent YoY change
in the speed in resolving
customer issues
• It measures all
touchpoint and all
channels
• It assess how new
operational models are
impacting the customer
experience
88. First Contact
Resolution Rate
(FCR)
• FCR is the rate of
customer’s issues solved in
a single interaction, with no
need for costumers to follow
up
• It is not about the resolution
time (quantity of time) but it
is focused on the quality of
the interaction
• It reduces efforts and affects
both CES, CSAT, and NPS
• It should be measured on all
channels
89. Leadership &
capability
People within the organisation are
the key asset that drive digital
transformation
Measuring the employee
experience is essential to ensure a
successful Digital Transformation
90. Employee turnover
rate (ETR)
• ETR is the percentage
of employees in an
organisation that leave
during a given period of
time
• If the trend is of a
growing turnover rate,
chances are there are
some aspects that needs
to be reviewed within the
company operational
model or culture
91. Employee
Satisfaction Index
(ESI)
• ESI assesses the level of
employees satisfaction
• This index is key as there is a
causal link between
motivated employees and
business performances:
• Motivated employees who
are more likely to deliver
satisfaction to customers
• They are more likely to
drive successful business
performance
92. Technology is simply a
mean to an end,
it’s an enabler
We can measure tools’ efficiency,
but their efficacy is always
determined by processes, culture,
and employees
93. Few more take aways To make Digital Transformation happen
94. Digital transformation
is a way of being and
doing
Because digital transformation is all
about change and people
It’s a strategy and a vision
95. It’s not about money
It’s about culture
It’s about changing and leaving the
industrial operational model behind
and embrace a systems thinking
based approach
98. READING LIST 1
• IBM’s Paul Murphy: ‘Digital transformation is not a solo journey’, 2018, https://www.siliconrepublic.com/enterprise/digital-transformation-ibm
• Introduction: Rewriting the rules for the digital age, Deloitte 2017 https://dupress.deloitte.com/dup-us-en/focus/human-capital-
trends/2017/introduction.html
• Digital Transformation In The Age Of The Customer Accenture 2015 https://www.accenture.com/_acnmedia/Accenture/Conversion-
Assets/DotCom/Documents/Global/PDF/Digital_2/Accenture-Digital-Transformation-In-The-Age-Of-The-Customer.pdf
• Intelligent Automation: The essential new co-worker for the digital age, Accenture 2016, https://www.accenture.com/us-en/insight-
intelligent-automation-technology
• The Digital Talent Gap Developing Skills for Today’s Digital Organizations , CapGemini 2016, https://www.capgemini.com/resource-file-
access/resource/pdf/the_digital_talent_gap27-09_0.pdf
• Worldwide Semiannual Digital Transformation Spending Guide, IDC 2017
https://www.idc.com/tracker/showproductinfo.jsp?prod_id=1281
• Leading Digital Business Transformation, Sugar CRM 2016, http://sugarcrm-online.s3.amazonaws.com/analyst-reports/forrester-business-
transformation-2016-04-21.pdf
• The Definition of Digital Transformation, B. Solis 2017 http://www.briansolis.com/2017/01/definition-of-digital-transformation/
• Digital transformation and the management inertia, P. Bertini 2017 https://www.linkedin.com/pulse/digital-transformation-management-inertia-
patrizia-bertini?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_post_details%3B4fbnR%2F7HQgybLn2PCyRxbg%3D%3D
• Why Digital Transformation has nothing to do with Digital, P. Bertini 2016 https://www.linkedin.com/pulse/why-digital-transformation-has-
nothing-do-patrizia-
bertini?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_post_details%3B4fbnR%2F7HQgybLn2PCyRxbg%3D%3D
99. READING LIST 2
• Age of automation: Is digital transformation just a fad?, 2018 https://www.siliconrepublic.com/enterprise/digital-transformation-automation
• Digital transformation – What’s next for business’ biggest buzzword?, 2018 http://www.information-age.com/digital-transformation-buzzword-
123471697/
• ICT Enterprise Insights: Digital Transformation, Dec. 2017 https://ovum.informa.com/resources/product-content/ictei-digital-transformation
• The ClueTrain Manifesto, 2000 http://www.cluetrain.com/
• Digital Darwinism: How Disruptive Technology Is Changing Business for Good, B. Solis https://www.wired.com/insights/2014/04/digital-
darwinism-disruptive-technology-changing-business-good/
• Digital Transformation and the Race Against Digital Darwinism, B. Solis https://www.prophet.com/thinking/2014/09/digital-transformation-and-the-
race-against-digital-darwinism/
• The Coming of Post-Industrial Society, D. Bell, 1973, https://www.os3.nl/_media/2011-2012/daniel_bell_-_the_coming_of_post-industrial_society.pdf
• Management’s Three Eras: A Brief History, HBR https://hbr.org/2014/07/managements-three-eras-a-brief-history
• Are you destined to become a victim of Digital Darwinism? Accenture https://www.accenture.com/us-en/insight-digital-darwinism
• The Experience Economy: Work Is Theater & Every Business a Stage: B. Joseph Pine II, James H. Gilmore 1998
• Welcome to the Experience Economy, B. Joseph Pine II, James H. Gilmore 1998 https://hbr.org/1998/07/welcome-to-the-experience-economy
• Diagnosing and Changing Organizational Culture Based on the Competing Values Framework, Kim S. Cameron, Robert E. Quinn 2011.
• The OCAI assessment https://www.ocai-online.com
Editor's Notes
Https://www.capgemini.com/resource-file-access/resource/pdf/the_digital_talent_gap27-09_0.pdf
companies themselves are being disrupted more quickly. For example, only 12 percent of the Fortune500 companies from 1955 are still in business, and last year alone, 26 percent fell off the list.