Digital transformation masterclass june 2016

Managing Digital
Transformation
Masterclass
June 2016
jo.caudron@duvalunion.com / @jcaudron / +32 475 43 80 98

Hi, I’m Jo Caudron
Active in digital since 1993
Internet entrepreneur
involved in 20+ start-ups.
Founding Partner of
Are you an active social media user?
Do you embrace new technology?
Do you get your kicks from new business models?
Who are you?

@jcaudron
A story about
Transformation
Sold in 40
countries!

@jcaudron
• we are a digital and innovative
marketing consulting company
• founded in 2009 as Dearmedia, now
the nucleus of the Duval Union
ecosystem
• we work for large European clients
• we have a strong vision on the
impact of digital and act accordingly
• we are advisors, writers, coaches
and entrepreneurs
Long term
strategy
Short term
strategy
Fixing the
basics

Digital Transformation is a
complex and never-ending
journey

TRANSFORMATION
STRATEGY
ROADMAP
DIGITAL
LEADERSHIP &
CAPABILITIES ASSESS
TEAMS
TRAIN &
COACH
CHANNEL
STRATEGY
POLICY &
GOVERNANCE
SET-UP AND
ROLL-OUT RUN
ROLL-OUT
DIGITAL OFFICE
RUN DIGITAL
OFFICE
CUSTOMER
ENGAGEMENT
CHANNELS
PLATFORM
DESIGN
REQUIREMENTS
PARTNER
SELECTIONRFP
CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/
PRODUCT DESIGN TRADITIONAL
BUSINESS MODEL
START-UP
BUSINESS MODEL
PROJECT
KICK-OFF
START-UP KICK-
OFF (FUNDING,
INCUBATION)
RUN PROGRAM/
DEVISION/…
RUN START-UP
(COACHING,
ADVICE)
START-UP
BUSINESS
TRADITIONAL
BUSINESS
TRANSFORMATION
STRATEGY
IMPACT
ANALYSIS
NORTH STAR
VISION OF
YOUR FUTURE
SCAN
MARKET TRENDS &
INTERNAL DIGITAL
READINESS

• INSPIRATION
• IMPACT ANALYSIS
• IDEATION
• TRANSFORMATION
VISION
• MISSION
• STRATEGIC MODELS
• TRANSFORMATION
ROADMAP
PEOPLE
PROCESS
PLATFORM
TRANSFORMATION STRATEGY
TRENDWATCHING
STRATEGY
• TREND HUB
• START-UP DATABASE
• QUALITATIVE STORIES
• DIGITAL AGENDA
PLANNING
• ASSESSMENT
• CONTAINMENT
• DEVELOPMENT
DIGITAL LEADERSHIP
• TEAM SCOPING & DEFINITION
• CDO SCOPING & REQUIREMENTS
• ASSISTANCE IN RECRUITMENT
INSTALL DIGITAL OFFICE
• CDO AS A SERVICE
• RUN DIGITAL OFFICE AD INTERIM
• STAFF DIGITAL OFFICE AD INTERIM
RUN DIGITAL OFFICE Capabilities
& Leadership
Solutions
Customer
Engagement
Solutions• SOCIAL STRATEGY & POLICY
• TRAINING COACHING
• CONTENT MARKETING PRINCIPLES
DEFINE CHANNELS
• SOCIAL CHANNEL SET-UP
• CONTENT MARKETING SET-UP
• AMBASSADORSHIP SET-UP
BUILD CHANNELS
• SOCIAL MNGR AS A SERVICE
• CONTENT MNGR AS A SERVICE
• STAFF SOCIAL TEAM AD INTERIM
• STAFF CONTENT TEAM AD INTERIM
RUN CHANNELS
Service,
Product &
Platform Design• STRATEGIC REQUIREMENTS
• FUNCTIONAL REQUIREMENTS
• SERVICE DESIGN
• RFP PREPARATION
DIGITAL
• PARTNER/VENDOR SELECTION
• DEVELOPMENT COACHING &
GUIDANCE
PARTNERS
• PROJECT MANAGEMENT
• PROGRAM MANAGEMENT
PROJECTS & PROGRAMS
OPERATIONDEPLOYMENT
Business
Guidance
• BUSINESS MODEL DEFINITION
• START-UP BOOTCAMPS
BUSINESS
• INCUBATION
• INVESTMENT
• VTC
KICK-OFF START-UP
• START-UP COACHING
• BOARD ADVISORY
• RUN VTC
RUN START-UP
THE BORING VERSION

Part 1
Setting the stage, about Digital Transformation

Digital disruption is real.
Expect a smack in the face…

100.000jobs in banking got lost in 2015, because of
digital disruption (Antony Jenkins, the former
CEO of Barclays)

@jcaudron
Disruption
Modeling
Transformation
You have a choice

@jcaudron
Disruption
Modeling
Transformation
You have a choice
Fear
Insight
Direction

1995+
Music
Photography
Video Rental
…
2010+
Print Media
TV
Travel
HR
…
2015+
Retail
Healthcare
Automotive
Education
Telco
Food
FMCG
Banking/Insurance
…
2020
All Safe havens
will be subject
to digital
disruption
…
WAVES OF DISRUPTION

Digital Disruption is a story of…
%

This is NOT our story
YOU THEM
We are COMPLIANT!
We are a TRUSTED partner!
We have DECADES of experience!
We are on SOCIAL MEDIA!

THIS is our story: the substantial minority
YOU THEM
We are COMPLIANT!
We are a TRUSTED partner!
We have DECADES of experience!
We are on SOCIAL MEDIA!
But your
app sucks
I want
experience
Uhh..ok
Cheaper AND
better service?
Hey this
solves my
problem!
I don’t want to
wait a week

Part 2
Understanding Digital Disruption

Lack of
understanding
creates fear

Putting things in a frame creates
insights

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
THE WHEEL OF
CHANGE
New experts
and our peers
decide what
matters
People
participate,
share and
co-create
their future
Technology
becomes part of
everything we do
The relationship
with the market
changes
New
experiences in
product, service
& packaging
The position in
the value chain
changes
Mobile gives access to
everything, everywhere,
every time

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Media

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
versus
Retail

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Food

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
New experts
and our peers
decide what
matters
People
participate,
share and
co-create
their future
Technology
becomes part of
everything we do
The relationship
with the market
changes
New
experiences in
product, service
& packaging
The position in
the value chain
changes
every time
Banking

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Health

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Auto-
motive

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
versus
Publishing

Glass House
Package
Frog
GatekeeperTraveller
Participant
Cyborg
Who’s
next?
New experts
and our peers
decide what
matters
People
participate,
share and
co-create
their future
Technology
becomes part of
everything we do
The relationship
with the market
changes
New
experiences in
product, service
& packaging
The position in
the value chain
changes
every time
Client
Product
Channel
CompetitionPlace
Group
Technology

So, did this
scare you
or inspire
you?

Part 3
Creating a Digital Transformation Strategy

• Intake report, not for broad
distribution
StepsDeliverables
• 1d client time
• SPOC + key people
Specs
• Digital Disruption
Inspiration document
• Impact Analysis
• Future scenarios +
Transformation Vision
• Transformation Strategy:
mission, people, process,
platform
• 3d client time
• Strategy Group
• Roadmap of problems and
solutions
• Digital Agenda with high-
level architecture consisting
of prioritized building
blocks
• Programs and projects for
transformation
• 2d client time
• Concept Group
• High-level business cases
for 2-3 selected programs
• 2d client time
• Business Group
• Final report
• 0,5d client time
• Concept Group
Deskwork Interviews
Workshop
Day 2
Deskwork
Workshop
Day 1
Deskwork
Workshop
Day 5
Deskwork
Workshop
Day 4
Workshop
Day 7
Deskwork
Workshop
Day 6
Workshop
Day 3
Deskwork Closing
presentation
next steps
1. Assessment
• Project organization
• Deskwork & Research
• Intake interviews
2. Strategy
• Workshops 1 & 2, 
Inspiration, Impact & Ideas
• Workshops 3,  
Scenario Planning + Strategy
Development
3. Roadmap
• Workshops 4 & 5,  
Business Idea Development +
Digital Agenda
4. Business
Cases
Detailing of selected ideas/
projects in business cases
5. Debrieﬁng
• Final session with key
stakeholders
• Discussion of possible next
steps
Digital Transformation: 5 steps from Strategy to Execution

1. Start
• Intake report, not for broad
distribution
• 1d client time
• SPOC + key people
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
Deskwork Interviews Deskwork
Via desk research and targeted interviews we
create the basic strategic and tactical insights to
understand the customer, the market, the (digital)
challenges and opportunities.
The outcome is a detailed interview-document
that is not for broad distribution but captures the
key insights, fears, opportunities, … as
expressed by the people interviewed.
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps

• Impact Analysis
platform
• 3d client time
• Strategy Group
Workshop
Day 2
Deskwork
Workshop
Day 1
Workshop
Day 3
1. Start
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps
During the first days of the strategy workshops, we work around the 3i
principle: Inspiration, Impact, Ideation.
The basis for the impact analysis is an extended slide deck with relevant
cases of digital disruption in the clients industry.
We give dozens of relevant disruptive examples, grouped by our 7
metaphors of disruption.

• Impact Analysis
platform
• 3d client time
• Strategy Group
Workshop
Day 2
Deskwork
Workshop
Day 1
Workshop
Day 3
1. Start
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps
Based in the discussion triggered by the examples, we perform an
impact analysis that is captured in a scorecard, visually showing the
current digital readiness of the company.

1. Start
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps
• Impact Analysis
platform
• 3d client time
• Strategy Group
Workshop
Day 2
Deskwork
Workshop
Day 1
Workshop
Day 3
The third outcome of this phase is a list of possible ideas
focussed around the 7 metaphors of disruption. These
ideas will be used later to map on the market problems.

1. Start
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps
• Impact Analysis
platform
• 3d client time
• Strategy Group
Workshop
Day 2
Deskwork
Workshop
Day 1
Workshop
Day 3
One part of the exercise is to capture the situation of the company:
internal culture, the ability to execute (resources, capabilities, …) and the
market situation.

1. Start
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps
• Impact Analysis
platform
• 3d client time
• Strategy Group
Workshop
Day 2
Deskwork
Workshop
Day 1
Workshop
Day 3
The last day in the exercise is used to create a
transformation vision and to translate this into a clearly
defined transformation strategy. This is done by means of
scenario planning, providing a description of 4 possible
futures.

1. Start
2. Strategy
Development
3. Concept
Digital Agenda
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy
Development
3. Roadmap
Digital Agenda
4. Business
Cases
5. Debrieﬁng
stakeholders
steps
• Impact Analysis
platform
• 3d client time
• Strategy Group
Workshop
Day 2
Deskwork
Workshop
Day 1
Workshop
Day 3
Based on the preferred future
(the transformation vision), a
transformation mission is
defined and translated into
strategic models, actions on
the level of people, process
and platform.

solutions
blocks
transformation
• 2d client time
• Concept Group
Workshop
Day 5
Deskwork
Workshop
Day 4
Deskwork
1. Start
2. Strategy
Development
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
2. Strategy 4. Business
Cases
5. Debrieﬁng
stakeholders
steps
3. Roadmap
Digital Agenda

Innovation,
the new way
“Houston, we have a
(great) problem”

We are not looking
for Great Ideas

We are looking for
Great Problems
(that need solving)

Great Problems are
rooted in strong
emotions
caring, comfort, convenience,
security, curiosity, greed, love,
ego, laziness, belonging, …

Great Problems need
Great Solutions
People are not looking for
products, services or
technology, they are looking
for solutions to their problems.

Great Solutions consist
of one or more
functions
They are facilitated by
relevant technology
They are delivered
through products
or services

Great Solutions have a clear
“Currency of Change”
These are the benefits that will
drive the adoption of this
innovative solutions.
What is the positive change, you
bring to the lives of people?
Is it big enough to change peoples
preference?
(financial) benefits, speed, convenience, belonging, …

Most current game changers are not based on
high-tech.
They are based on a better way to solve a basic
problem, using simple and relevant technology,
to actually improve peoples lives…

“I have a great idea: let’s
build a connected fridge!”
“OK, what problem(s)
would that solve?”
Fresh food, safety
Inspiration and help
Convenience (e-shopping)
“What solutions would
also solve the problem”?
A connected fridge
Food sensors (as you eat)
A daily personal butler
services for groceries
“Products we could
build”
Imagine a day at Samsung

Step 1: Deﬁne Stakeholders
Step 2: List Problems
Step 3: Prioritize Problems
Step 4: List Solutions
Step 5: Apply Transformation Funnel
Step 6: Write Digital Agenda
Step 7: Detail Key Programs

The Classics The Converted The Digital The Ruptured
(mentally) older generation that
will not go digital soon
no longer open to changes
brought by digital
they make you stretch the
traditional business as long as
possible
slowly getting involved with
digital and embracing it.
they expect the digital services
to be a translation of the
traditional services.
most of the digital investments
today are focused here, but this
is mainly fixing the basics
still knows the old business
models and logic, but that is
already adopting a new
behaviour and new business
models and services.
first adopters of entirely new
business models (cfr. Netflix,
Uber, …). Invest in this too
raised with new concepts, with
no recollection of the old
models
use a broad variety of business
models and technologies
digital natives, the children that
grow up with tablets, apps and
everything on-demand.
Traditional model
Traditional channels
Traditional models
Digital channels
New models
Digital channels
Everything new
Incumbents (you) Challengers (them)

Mapping the problems
Jobs
Gains
Pains
Negative emotions,
undesired situations, risks,
roadblocks.
Positive emotions,
improvements, beneﬁts,
desires.
Responsibilities,
tasks, to do’s, work
Stakeholders

Value Proposition Canvas
Jobs
Gains
Pains
SolutionsProblems
Gain creators
Pain relievers
Products &
Services
Negative emotions,
undesired situations,
risks, roadblocks.
Positive emotions,
improvements,
beneﬁts, desires.
Responsibilities,
tasks, to do’s,
work
Beneﬁts of the
solution that make
stakeholders prefer it.
Features of the
solution that solve
the problems of
stakeholders.
The solutions to the
gains and pains.

The Options - what is ideal?
One solutions solves many
problems for multiple
stakeholders
One problem can be
solved with many solutions
One problem is solved by
a single solution

solutions
blocks
transformation
• 2d client time
• Concept Group
Workshop
Day 5
Deskwork
Workshop
Day 4
Deskwork
1. Start
2. Strategy
Development
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
Cases
5. Debrieﬁng
stakeholders
steps
3. Roadmap
Digital Agenda
The first step in the
definition of key
market problems
Next we map creative
ideas and solutions on
each of the key
problems. Only ideas
with good problems
behind will survive
Based on a strategy decision funnel, we then
define the key programs for the Digital Agenda.
These are both foundation and innovation
programs

DIGITAL AGENDAUPGRADINGFOUNDATION
xxxxx / ECONOMY USER CONVENIENCE xxxxx xxxxx
CRM & data driven business
Transformation
Ofﬁce
xxxxx Team (follow channel & product innovation + evolutions in society)
Legislation
& lobbying
program
Social
Media
Program
Content
- MKT
- CSR
- new players
Internal
community
inform, inspire,
engage
Ambassador
ship
program
Scout partners
for
utility
communities
business
development
PEOPLE-PROCESS-
PLATFORM
Manage
external
relationship
ONTOPINNOVATION
100% REDUCE
xxxxxx
COLLECT xxxxx xxxxx 
AT SCHOOL
EDUCATE ON
xxxx xxxx
XXXX PLUS PROGRAM
Different XXXX
experiences
Activate real-world
communities
TRANSPORT FACILITIES
WITH DYNAMIC
DELIVERY
(B2B > retail > consumer)
Other packaging
formats
MARKETING
INTELLIGENCE
GROUP POWER
SOCIALIZED XXXX
SMART xxxxx
with retailers
IN-STORE
WEBSHOPPING

3. Roadmap
Digital Agenda
1. Start
2. Strategy
Development
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
Cases
5. Debrieﬁng
stakeholders
stepsA selection of 2 to 3 concrete
programs are more detailed in
a first business case based
on the selected modus
(corporate case or start-up
case). The case is high-level,
based on a digital-first setting,
and serves as a starting point
for further elaboration by the
client.
When needed, this can be
extended in order to dive
deeper into specific cases and
to define more cases
• High-level business cases
for 2-3 selected programs
• 2d client time
• Business Group
Workshop
Day 7
Deskwork
Workshop
Day 6

3. Roadmap
Digital Agenda
1. Start
2. Strategy
Development
4. Business
Case
5. Debrieﬁng
stakeholders
steps
1. Assessment
Cases
5. Debrieﬁng
stakeholders
steps
• Final report
• 0,5d client time
• Concept Group
Closing
presentation
next steps
Presentation of the
management summary
to the client key
stakeholders.
Discussion of the
possible next steps in
the transformation
process.

Part 4
Create Digital Leadership

DIGITAL
LEADERSHIP &
CAPABILITIES ASSESS
TEAMS
TRAIN &
COACH
ROLL-OUT
DIGITAL OFFICE
RUN DIGITAL
OFFICE
TRANSFORMATION
STRATEGY
ROADMAP
CHANNEL
STRATEGY
POLICY &
GOVERNANCE
SET-UP AND
ROLL-OUT RUN
CUSTOMER
ENGAGEMENT
CHANNELS
PLATFORM
DESIGN
REQUIREMENTS
PARTNER
SELECTIONRFP
CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/
BUSINESS MODEL
START-UP
BUSINESS MODEL
PROJECT
KICK-OFF
START-UP KICK-
OFF (FUNDING,
INCUBATION)
RUN PROGRAM/
DEVISION/…
RUN START-UP
(COACHING,
ADVICE)
START-UP
BUSINESS
TRADITIONAL
BUSINESS
TRANSFORMATION
STRATEGY
IMPACT
ANALYSIS
NORTH STAR
VISION OF
YOUR FUTURE
SCAN
MARKET TRENDS &
INTERNAL DIGITAL
READINESS

Your Market Your Company Your Leadership
Digital Leadership Assessment
The Age Test
Is this you?

Your Market
Your Company
Your Leadership
The Age Test
Guess who’s this

The 7x7 Test
Who’s an
(active) user?
CEO
Sales Mkt CIO COO HR CFO …
Facebook V X
Twitter X X
LinkedIn V V
Snapchat X X
Youtube V X
Smart-
phone
V V
Tablet V X
…
Pick 7 (or more)
relevant digital
activities
Score your leadership team
on active usage/
understanding
If a member doesn't score
at least 4 out of 7, he’s out.
In Out
If the majority of leadership
is out, the company is out

“If you can't understand the new
world of digital, fire yourself.
Build an executive team that is
digital-first (when problems arise,
the first solution is always digital).
Make sure there is a techie on the
board of directors. If the board
has a low digital IQ, the company
will have a low digital IQ”
George Colony
CEO Forrester Research
So, where are you?
How digital is your
company?
Digital Leadership

The ideal situation
CEO
Ideally your
CEO is the
digital lead
CIO COO CbsOSalesMkt

The ideal situation
CEO
Ideally your
CEO is the
digital lead
Unfortunately
she/he is
probably not.
Is the CIO the
digital lead?
Is the CMO the
digital lead?

DIGITAL OFFICE
You need Digital Leadership, on all levels
CDO
Virtual Digital Leadership Team
Board of Directors
Shareholders
CEO
Vertical focus, based on
traditional technology,
platforms, processes
Transversal focus, based on business
models, agility, change, people, …
Vertical focus, based on
channels, media,
communication,
marketing, …

DIGITAL OFFICE
You need Digital Leadership, on all levels
CDO
Virtual Digital Leadership Team
Board of Directors
Shareholders
CEO
?
Transversal focus, based on business
models, agility, change, people, …
The CDO
• general manager with change management
skills
• Leadership
• P&L-driven
• Deﬁnition of strategy
• Execution of results
• Relationship-building and using
inﬂuence
• Demonstrating cultural sensitivity
• Knowledge of digital business models
• Experience with Transformation of products
and technology capabilities (from analog to
digital)
• Experience in developing new channels in a
fast and agile business way
• A real passion about (deep-)technology
• He’s in charge of the digital agenda,
wherever it happens: the Factory, the
Guesthouse or the Garage

Sales
Marketing&Communication
Service&Support
HR
(Digital)Technology
PR&ExternalCommun.
R&D&Enterprise2.0
Digital Business Models
Are you locked-up in your vertical silo’s or can you
create transversal business change?
Sales
Service&Support
HR
DigitalTechnology
PR&ExternalCommun.
R&D&Enterprise2.0

Meet the CDOs
“Being a CDO is what a good CIO should always have been doing -
putting together business and technology in a way that helps business
take a leap forward”
Sean Cornwell, CDO of Travelex

Atif
Raﬁq,
CDO of :
Lubomira
Rochet,
CDO of :
Tanya
Cordrey,
CDO of :
Sean
Cornwell,
CDO of :
Ganesh
Bell,
CDO of :
Previously worked in Silicon
Valley at several businesses, from
start-ups, to IPO’s, to large
businesses.
CMO-CDOs

Dave Truzinski CIO of NII Holdings
(wireless service to Latin America).
In 2013, he was given the additional
title of Chief Digital Officer.
Richie Etwaru is IMS Health's chief
digital officer
“CTOs make companies cool, CIOs
make companies efficient”
Charlotte Svensson is currently CDO
and CIO at Bonnier News.
In previous years, Svensson held the
position of strategic coordinating
CIO at Bonnier News Sweden
JJ Van Oosten, the Belgian former
Tesco CIO, who helped the
supermarket chain introduce their
mobile platform, is now CDO at the
German online retailer REWE Group.
Benoit Fremaux, CIO & CDO of Fnac.
CIO-CDOs

Everyone is claiming this
key position…

10
HYPER
DISRUPTIVE
BUSINESS
MODELS
Subscription
Model
Freemium
Model
Free
Model
Market
Place
Access over
Ownership
Hyper MarketExperience
The
Pyramid
On
Demand
The
Ecosystem
HELLOFRESH DROPBOX
FACEBOOK
ALIBABA
ZIPCAR
ZALANDOTESLA
AMAZON
UBER
APPLE

Digital Transformation Fleet
?Are you the captain of a rigid
(sinking) ship
Are you the commander in chief of
a ﬂeet that changes the world?
(no, this is NOT Captain Iglo, it’s Edward Smith from the Titanic)

FOR
Launchpad
Radar
Transformation Board
88
Transformation governance

CDODigital Ofﬁce
CEO
NL
FR
FINANCE OPERATIONS HR ITUK
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital
Board MINDSET
MEANS
MANDATE
Recurrent_AdHoc_
Program 1
Program 2
…
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Ofﬁcer
BE
Sales Mkt Prod Fin HR•

CDODigital Office
CEO
NL
FR
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital
Board MINDSET
MEANS
MANDATE
Program 1
Program 2
…
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Officer
BE
Sales Mkt Prod Fin HR
CEO & COMEX
‣ Validate the digital
transformation strategy
‣ Approve the longterm means
& mandates
‣ Define longterm decision
cycles
‣ CDO is a member of the
COMEX
Recurrent_AdHoc_
•

CDODigital Ofﬁce
CEO
NL
FR
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital
Board MINDSET
MEANS
MANDATE
Program 1
Program 2
…
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Ofﬁcer
BE
Digital board
‣ Headed by the CDO
‣ CEO is DB member
‣ Develop the digital strategy to
be submitted to the COMEX
‣ Validate digital business cases
‣ approve and manage the short
term means & mandates
Recurrent_AdHoc_
•

CDODigital Office
CEO
NL
FR
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital
Board MINDSET
MEANS
MANDATE
Program 1
Program 2
…
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Officer
BE
Digital Office
‣ Headed by a Chief Digital
Officer
‣ Implement the decisions of
the digital board
‣ Organise the digital office
team
‣ Supervise the digital radar
team
‣ Supervise the digital analysts
‣ Supervise the regional or
divisional digital officers
Recurrent_AdHoc_
•

CDODigital Office
CEO
NL
FR
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital
Board MINDSET
MEANS
MANDATE
Program 1
Program 2
…
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Officer
BE
Digital Officers
‣ Run the digital agenda,
launch, manage and evaluate
digital business projects
(regional or divisional)
Recurrent_AdHoc_
•

CDODigital Ofﬁce
CEO
NL
FR
COMEX
SCAN
ANALYSE
VALIDATE
PLAN
LAUNCH
MANAGE
EVALUATE
Digital
Board MINDSET
MEANS
MANDATE
Program 1
Program 2
…
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Lead
Digital
Ofﬁcer
BE
Digital Leads
‣ Digital liaisons for coaching &
expertise
Recurrent_AdHoc_
•

Success factors of change
Case Courage
MINDSET
MEAN MANDATE
“license to win”
“license to operate” “license to change”
Capital

SCAN
Detect market, players & business models
ANALYSE 
Analyse, prioritize, select & deﬁne cases
VALIDATE
Mindset - Means - Mandate + Case approval
PLAN
LAUNCH
MANAGE
EVALUATE
DIGITAL AGENDA
START-UPCORPORATE
CORPORATE
CORPORATE
CORPORATE
“Above the radar” “Below the radar”
DIGITAL OFFICE
DIGITAL BOARD
M
VP
MVP
START-UP
START-UP
START-UP

Finding the
right people
1 2
3
5
4

Find the internal gems
Recruit
Acqui-hire
1 2
3
5
4
Finding the
right people

Part 5
From Strategy to Building

DIGITAL
LEADERSHIP &
CAPABILITIES ASSESS
TEAMS
TRAIN &
COACH
ROLL-OUT
DIGITAL OFFICE
RUN DIGITAL
OFFICE
CHANNEL
STRATEGY
POLICY &
GOVERNANCE
SET-UP AND
ROLL-OUT RUN
CUSTOMER
ENGAGEMENT
CHANNELS
PLATFORM
DESIGN
REQUIREMENTS
PARTNER
SELECTIONRFP
CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/
BUSINESS MODEL
START-UP
BUSINESS MODEL
PROJECT
KICK-OFF
START-UP KICK-
OFF (FUNDING,
INCUBATION)
RUN PROGRAM/
DEVISION/…
RUN START-UP
(COACHING,
ADVICE)
START-UP
BUSINESS
TRADITIONAL
BUSINESS
TRANSFORMATION
STRATEGY
ROADMAP
TRANSFORMATION
STRATEGY
IMPACT
ANALYSIS
NORTH STAR
VISION OF
YOUR FUTURE
SCAN
MARKET TRENDS &
INTERNAL DIGITAL
READINESS

UPGRADINGFOUNDATION
Transformation
Ofﬁce
Legislation
& lobbying
program
Social
Media
Program
Content
- MKT
- CSR
- new players
Internal
community
inform, inspire,
engage
Ambassador
ship
program
Scout partners
for
utility
communities
business
development
PEOPLE-PROCESS-
PLATFORM
Manage
external
relationship
ONTOPINNOVATION
100% REDUCE
xxxxxx
AT SCHOOL
EDUCATE ON
xxxx xxxx
XXXX PLUS PROGRAM
Different XXXX
experiences
Activate real-world
communities
WITH DYNAMIC
DELIVERY
Other packaging
formats
MARKETING
INTELLIGENCE
GROUP POWER
SOCIALIZED XXXX
SMART xxxxx
with retailers
IN-STORE
WEBSHOPPING
Remember this? But we can’t do everything, right?

Program (a solution
to a problem)
StrategyVision Mission does it contribute to  
our own strategy?
does it solve market
problems?
is there a
business case?
what brand/country
can claim it?
OUT
Internal External
E-XXXXX / ECONOMY
USER CONVENIENCE
XXXXX
XXXXX
who are the 
stakeholders?
• …
• …
• …
• …

UPGRADINGFOUNDATION
Transformation
Ofﬁce
Legislation
& lobbying
program
Social
Media
Program
Content
- MKT
- CSR
- new players
Internal
community
inform, inspire,
engage
Ambassador
ship
program
Scout partners
for
utility
communities
business
development
PEOPLE-PROCESS-
PLATFORM
Manage
external
relationship
ONTOPINNOVATION
100% REDUCE
xxxxxx
AT SCHOOL
EDUCATE ON
xxxx xxxx
XXXX PLUS PROGRAM
Different XXXX
experiences
Activate real-world
communities
WITH DYNAMIC
DELIVERY
Other packaging
formats
MARKETING
INTELLIGENCE
GROUP POWER
SOCIALIZED XXXX
SMART xxxxx
with retailers
IN-STORE
WEBSHOPPING

The Digital Agenda is made of
Transformation Programs, not IT
projects…
Program
“in-store webshopping”
Screen selection
UX optimization
Back-end integration
Store WiFi
Transactional security
…
vs
All of the above + …
Sales strategy (long-tail, special
collections, …)
Program branding
(In-store) marketing
Staff training
Staff incentive programs, …
StrategyVision Mission

PROGRAM: POS Webscreens
What is the contribution we
make to achieving the
transformation strategy?
What is the problem  
we solve?
Limited shelf-space
Unhappy customer
…
Program Description:
Bring Webscreens in our stores
Internal External
What is the timing of the program?
3 months 6 months 1 year 2 years 3 yearsNow
Project list:
Screen selection
UX optimization
Back-end integration
Store WiFi
Transactional security
Sales strategy (long-tail,
special collections, …)
Program branding
(In-store) marketing
Staff training
Staff incentive programs, …

POS Webscreens / Screens, UX, back-end
CAPEX OPEX PROJECT OWNER: CIO
What is the timing of the project?
• IT
• web-partner
• logistics partner
• Marketing
• webshop
• crm
• beacons
• front-end technology
3 months 6 months 1 year 2 years 3 years
Stakeholders Involved Technology involved
Now
What is the contribution we
make to achieving the
transformation strategy?
What is the problem  
we solve?
Limited shelf-space
Unhappy customer
…
Internal External
Project
Staff incentives
Staff training

SalesPROJECT
Marketing&CommunicationPROJECT
Service&SupportPROJECT
HRPROJECT
(Digital)TechnologyPROJECT
PR&ExternalComm.PROJECT
JustanotherPROJECT
A Program
From Silo Projects to Integrated Programs
Sales
Service&Support
HR
ASiloProject
PR&ExternalCommun.
R&D&Enterprise2.0

Part 6
Running the (new) business

BUSINESS/SERVICE/
BUSINESS MODEL
START-UP
BUSINESS MODEL
PROJECT
KICK-OFF
START-UP KICK-
OFF (FUNDING,
INCUBATION)
RUN PROGRAM/
DEVISION/…
RUN START-UP
(COACHING,
ADVICE)
START-UP
BUSINESS
TRADITIONAL
BUSINESS
TRANSFORMATION
STRATEGY
ROADMAP
DIGITAL
LEADERSHIP &
CAPABILITIES ASSESS
TEAMS
TRAIN &
COACH
CHANNEL
STRATEGY
POLICY &
GOVERNANCE
SET-UP AND
ROLL-OUT RUN
ROLL-OUT
DIGITAL OFFICE
RUN DIGITAL
OFFICE
CUSTOMER
ENGAGEMENT
CHANNELS
PLATFORM
DESIGN
REQUIREMENTS
PARTNER
SELECTIONRFP
CREATION
LAUNCHDEVELOPMENT
TRANSFORMATION
STRATEGY
IMPACT
ANALYSIS
NORTH STAR
VISION OF
YOUR FUTURE
SCAN
MARKET TRENDS &
INTERNAL DIGITAL
READINESS

It’s no longer about digital, it’s about business
Corporate
(comm)
Strategy
Digital Strategy
Company
Strategy
Digital
World

From ... ... to
The Business
Digital (at
the sideline)
Digital in
the core

From ... ... to
The Business
Digital (at
the sideline)
The Business
Digital (at
the sideline)

... to
The Business
Digital (at
the sideline)
Digital in
the core
The Business
Digital (at
the sideline)
Digital in
the core
Digital in
the core
Digital in
the core
From ...

You’ll need
balance between your
traditional strengths and
real innovations
Traditional
revenue steams
new revenue
steams

Create your own Digital Transformation vision and plan1
Create Digital Leadership2
Innovate in the right place(s)3
Build the Transformation Fleet4
Change the culture5Sold in over 30 countries

@jcaudron
1.
The customer always decides

@jcaudron
2.
All things you do
must start from a
superior
experience

@jcaudron
3.
From now on, you
are an agile and
ﬂexible company

@jcaudron
4.
You live in a world of
uncertainty

@jcaudron
5.
Always play on the offense
instead of the defense

@jcaudron
6.
Don’t be afraid to cannibalize
your own business

@jcaudron
7.
Never, ever, disrespect
new or small players

Never, ever, disrespect new or small players
The customer always decides
All things you do must start from a superior experience
From now on, you are an agile and ﬂexible company
You live in a world of uncertainty
Always play on the offense instead of the defense
Don’t be afraid to cannibalize your own business
How far away is this from YOUR reality and way-of-thinking?
It will determine your future as a CIO, CDO and even as potential CEO…

TRANSFORMATION
STRATEGY
ROADMAP
DIGITAL
LEADERSHIP &
CAPABILITIES ASSESS
TEAMS
TRAIN &
COACH
CHANNEL
STRATEGY
POLICY &
GOVERNANCE
SET-UP AND
ROLL-OUT RUN
ROLL-OUT
DIGITAL OFFICE
RUN DIGITAL
OFFICE
CUSTOMER
ENGAGEMENT
CHANNELS
PLATFORM
DESIGN
REQUIREMENTS
PARTNER
SELECTIONRFP
CREATION
LAUNCHDEVELOPMENT
BUSINESS/SERVICE/
BUSINESS MODEL
START-UP
BUSINESS MODEL
PROJECT
KICK-OFF
START-UP KICK-
OFF (FUNDING,
INCUBATION)
RUN PROGRAM/
DEVISION/…
RUN START-UP
(COACHING,
ADVICE)
START-UP
BUSINESS
TRADITIONAL
BUSINESS
TRANSFORMATION
STRATEGY
IMPACT
ANALYSIS
NORTH STAR
VISION OF
YOUR FUTURE
SCAN
MARKET TRENDS &
INTERNAL DIGITAL
READINESS
Start with clear
Transformation Strategy
Translate into actionable
programs
Develop Digital
Leadership and install/
operate teams. Change
culture throughout the
organization.
Build new digital customer engagement
channels. Have your staff embrace them.
Deﬁne and build/roll-out new
functions, services, products, platforms
Create the business (case) and run it where it belongs

Managing Digital
Transformation
Masterclass
March 2016
jo.caudron@duvalunion.com / @jcaudron / +32 475 43 80 98

Digital transformation masterclass june 2016

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Digital transformation masterclass june 2016