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![Religion Values andPrinciples
23
“The world’s religions all seemto askthat their followers seekdifferent
paths to enlightenment. Yetbeneath the seeming differences lies a poolof
universal truth…
…thescriptures
of Christianity, Judaism,Islam, Hinduism, Bahá'í, Buddhism, andothers…
[have the same values & principles] …expressedalmost word for word in
every religion.”
- TheDalaiLama
http://www.onenessonline.com/](https://image.slidesharecdn.com/dt19loop-190227113106/85/Digital-Transformation-Scotland-2019-160-320.jpg)
Uploaded byRay Bugg
Digital Transformation Scotland 2019
The document discusses digital transformation's significance, emphasizing trust as a key priority for businesses in the digital economy, with 88% of marketers highlighting its importance for 2019. It explores the need for brands to build credibility, relevance, and reliability to foster customer relationships, alongside the integration of online and offline experiences. Additionally, the content addresses common challenges in executing digital transformations and the necessity of data-driven decision-making within organizations.
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Similar to Digital Transformation Scotland 2019
Digital Transformation Scotland 2019
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- 3. S E AR C H I N G F O R T R U S T
- 4. iProspect Future Focus2019: Searching for Trust. Future Focus takes insights built from 300+ global clients, including FTSE 100 and Fortune 500 companies, and uses real- time feedback to outline key priorities for businesses to thrive in the digital economy.
- 5. T h eR i s e o f t h e A t t e n t i o n E c o n o m y • iPhone users unlock their phone 80 times a day on average • Time spent on social media exceeds 2 hours per day • 57% of consumers believe the pace of technological change is too fast • 59% of consumers say they feel overwhelmed by the many choices • 44% of CMOs see information overload as a key barrier to building better relationships with consumers over the next two to three years. Dentsu Aegis Network, Digital Society Index, February 2018 Dentsu Aegis Network CMO Survey 2018
- 6. In the digitaleconomy, trust is not an issue, it is the issue. According to the iProspect global client survey1, 88% of marketers declare trust will be a priority in 2019. 76% Say trust is important to keep consumers buying their brand 72% Believe brands should be socially active and vocal about their actions 60% Believe artificial intelligence in marketing will create more consumer trust by creating more relevant and personalised experiences 88% Say trust is a priority in 2019 69% Think the rise of digital assistants represents an opportunity to become closer and develop stronger relationships with consumers 83% Don’t believe brands will dominate over convenient experiences in the future
- 7. TRUST = CREDIBILITY+ RELEVANCE + RELIABILITY Credibility In the Attention Economy, it is critical for brands to be clearly identified as sources of truth. Relevance Consumers need solutions tailored to them, accessible when and where they want them. Reliability Capacity to provide experience that consistently and conveniently meets customer expectation.
- 8. C R ED I B I L I T Y I N T H E A G E O F D D O U B T
- 9. T H EC H A S E F O R P U R P O S E • The Value of Communication 25% of a company’s market value is directly attributable to its reputation*. ▪ Good for you, good for business 82% think their brand’s social commitment plays a role in their business growth ▪ Rising expectations 64% of consumers will buy or boycott a brand because of its position on a social or political issue *World Economic Forum
- 10. Consider how technologycan support your relationship with people Think about Content, Search and Social as catalysts for your credibility Embed purpose in your organisation 1 2 3 Three Considerations for Brands C R E D I B I L I T Y
- 11. R E LE V A N C E I N T H E A G E O F N O I S E
- 12. D E LI V E R I N G I N D I V I D U A L I S E D E X P E R I E N C E S W I T H P E O P L E - B A S E D M A R K E T I N G Using data to reach real people, is the biggest strategic opportunity CMO’s foresee in the next two to three years. • Develop a genuine understanding of people • Reach real people not proxies • Develop individualised experiences, at scale Dentsu Aegis Network CMO Survey 2018
- 13. I N TE G R A T E D E X P E R I E N C E S ▪ Online and offline work better together 42% think that an inconsistent experience presents a challenge to long- term trust ▪ Online-to-Offline (O2O) measurement 90% of campaigns synchronising TV commercials with paid search campaigns saw higher engagement (CTR) and 72% lower CPA ▪ Location intelligence and offline media performance Combined mobile, DOOH and digital press ads amplify campaign perception and performance Google & iProspect 2017 Synchronising TV & Search Study
- 14. Be a partof the Assistance revolution Look for opportunities to connect your digital campaigns with your offline activations Leverage data to design more individualised experiences 1 2 3 Three Considerations for Brands R E L E V A N C E
- 15. R E LI A B I L I T Y I N T H E A G E O F C O N V E N I E N C E
- 16. M A KI N G B R A N D S ’ D I G I T A L P R O P E R T I E S M O R E C O N V E N I E N T • 58% think building a highly convenient consumer experience is the most powerful lever to generate business growth. • 41% think growth is based on building a strong, recognizable brand. • only 17% believe that brands will dominate over convenience • Maintaining convenience from first contact to conversion is critical and requires multi-disciplinary effort. • Deliver a consistent, convenient experience with data incorporated into multiple marketing channels.
- 17. O N LI N E M A R K E T P L A C E S D E M A N D C O N V E N I E N C E Marketplaces heavily influence people’s shopping behaviour and brands need to optimise their beyond their owned properties. ▪ 56% of shoppers use Amazon as a starting point for shopping ▪ 92% of customers that start their journey on Amazon complete their purchase on Amazon ▪ Being available when it matters ▪ Emerging from the crowd
- 18. Take advantage ofe-commerce platforms Deliver a consistent experience across channels Review the true convenience of your digital properties 1 2 3 Three Considerations for Brands R E L I A B I L I T Y
- 19. M A ST E R I N G T H E T R U S T E Q U A T I O N Brands that are grounded in credibility, relevance and reliability will see trust as the very foundation for their success in the digital economy
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- 22. Making the Shift toData-Influenced Decisions Following the little algorithms that could…. Inez Hogarth Managing Director Data Understood
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- 31. Data Understood What value canI get out of data?
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- 35. Data Understood How can Ido this in my organisation?
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- 37. Data Understood Resource Good Data TechSkills Focus on customer needs Be curious Support learning Relevant Accurate Timely Engagement Recipe for a healthy data culture
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- 39.
- 40. Data Understood What can Ido today?
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- 44. Data Understood Resource Good Data TechSkills Focus on customer needs Be curious Support learning Relevant Accurate Timely Engagement In Summary Consider what will be valuable to your customers Build the appropriate infrastructure and find the right people See, understand and act on your data
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- 46. Data Understood Thank you! Get intouch: ihogarth@dataunderstood.com
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- 48.
- 49. 50 SHADES OF BLACKOR WHITE
- 50. This is thestory all about how my site got flipped, turned upside down...
- 51. Courtesy of mapswire.com 20%OF REVENUE ONLINE
- 54. A long timeago in a galaxy far, far away...
- 56.
- 57. September 2016 We needa new design! Summer 2017?
- 59. All of 2016 Replatformspecification September 2016 We need a new design! Dec’ 2016 onwards Replatform Build May - October 2017 Replatform test & deploy November 2016 Setting Parameters February 2018 Full site HTTPS
- 61. November 2016 Setting Parameters Spring2017 Scope completed, agency appointed June 2017 Completed designs July 2017 Re-evaluation November 2017 Completed designs November 2017 Plan A/B test January 2018 Reporting KPIs
- 64. January 2018 Build started,additional user testing done January 2018 Reporting KPIs February 2018 Functional Testing March 2018 A/B test 1 (validation), 1 week A/B test 2, 1 week later?
- 65.
- 66. FEARS, UNCERTAINTIES AND DOUBTS “Theresults are mixed. What do we do now?!”
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- 68.
- 69. QUANT + QUAL= SUPERPOWER! + +
- 70. ·Search Bar O Usersthought we only stocked two items that were related to the search (the two images shown) O Users were clicking magnifying glass thinking it would return results when in fact it closes the search bar O Users identified that it was not an easy task to complete · Next Day Delivery Timer O The majority of users were not aware of the delivery timer on product page ·Font size/messaging O Users were not aware of 365 day returns policy/delivery even though these are on product pages and in banners O Users found text too small CR of users clicking search: Control: 5.35% Variation: 4.20% * CR of users seeing NDD: Control: 3.41% Variation: 3.32% * *Statistically significant at 95% confidence interval
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- 72. ● Don’t freakout! ✗ ● Agree on KPI’s well up front ✓ ● Fix timeline, limit scope ✗ ● Stick to your guns ✗ ● Don’t over share ✗ ● Language & presentation matters ✗ ● Fixed Horizon NHST ✗ ● Don’t do redesigns! BIG LESSONS
- 73. DON’T DO THIS! “Thereis no significant difference in the conversion rate. Test statistics will be provided on completion.”
- 77. Where the magichappens
- 78.
- 79.
- 80. How have thingsbeen? Aesthetic appeal Navigation (Still needs work IMAO) Add to bag Checkout Success Proceed to checkout Site speed
- 81.
- 82. Why digital transformationsfail (and how to stop them) Esther Stringer @estherBCM #DTScot B C U X *
- 83. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Where businesses are with their digital transformation strategies @EstherBCM Digital, Ready? Vodafone, November 2018
- 84. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Digital transformation – a priority? @EstherBCM 79% say Digital Transformation is a strategic priority 69% recognise that they will not survive if they fail Digital, Ready? Vodafone, November 2018
- 85. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets The cost of transformation @EstherBCM £98.3 million written off in unusable tech assets £300 million spent on change of core infrastructure
- 86. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets The cost of transformation @EstherBCM 1928 - 2016 1909 - 2015 1985 - 2013 1971 - 2011 Rest in peace
- 87. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Too many assumptions (Ass-u-me) @EstherBCM
- 88. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets @EstherBCM Too fast
- 89. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets @EstherBCM Too slow
- 90. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets @EstherBCM Too much
- 91. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Bias in decision making @EstherBCM
- 92. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets What is bias? @EstherBCM
- 93. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets 3 types of cognitive bias affecting your decisions @EstherBCM Confirmation bias Self-serving bias Status quo bias
- 94. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Only seeing what you want to see Confirmation bias @EstherBCM
- 95. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets It’s all thanks to you, except when things go wrong. Self-serving bias @EstherBCM
- 96. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets People prefer to do nothing Status quo bias @EstherBCM
- 97. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets How to stop your bias @EstherBCM Frame it Challenge it Acknowledge it “ I am biased.” “ What are my biases?”
- 98. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Clear goals The three keys to success of digital transformation @EstherBCM Critical thinking User centred culture
- 99. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Set and communicate clear goals @EstherBCM Clear goals 1. Increasing operational efficiency 2. Boosting customer engagement through new, unique experiences 3. Meeting regulation and compliance.
- 100. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Utilise critical thinking @EstherBCM Critical thinking “Disciplined thinking that is clear, rational, open-minded, and informed by evidence"
- 101. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets Develop a User centred culture @EstherBCM User centred culture • Embrace diversity • Empathy and understanding • Harmonise stakeholder objectives • Co-create
- 102. bordercrossingux.com | +44(0) 131 467 9227 | @BC_UXTweets If you remember one thing today…. @EstherBCM Put people at the heart of everything that you do
- 103. Edinburgh London +44 (0)131467 9227 hello@bordercrossingmedia.com Border Crossing Suite 4 Waterside House 46 Shore Edinburgh EH6 6QU +44 (0)203 097 1600 hello@bordercrossingmedia.com Border Crossing One Pancras Square King’s Cross London N1C 4AG Online @BC_UXTweets @bordercrossingux @bordercrossingux Thank you
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- 105. Bringing digital experienceinto Nation branding Natalya Ratner Brand Scotland
- 107. Alone we cando so little Together we can do So much - Helen Keller “
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- 110.
- 111. Brand Scotland Why isScotland now? For centuries Scotland has been a country that’s inspired and improved. Our greatest minds combined with our enduring spirit has seen countless inventions, breakthroughs, discoveries and accomplishments achieved in the face of adversity. For a small country, we’ve made a very big impact. And we continue to progress, to pioneer. With our warmth and generosity renowned around the world and our driving determination behind everything we do, we are creating exciting new opportunities and standards. So, for us it was clear. Now is the time to shout about these achievements. Now is the time to share our successes. Whether in business, education, tourism or migration... Scotland Is Now
- 114. SEE Awareness & propensity (brand) DISCOVER (Organictraffic) THINK (Reach & Engagement) PLAN (Conversion to referrals) DO (Engaged opt ins) ADVOCATE (Advocacy/ Sentiment) NEI Why? Brand Scotland
- 115. Campaign objectives &kpis #ScotlandisNow
- 117. A new masterbrand Step 3
- 118. Pillar Marques Flexing themaster to create
- 119.
- 120.
- 121. digital landscape Brand scotland Scotland.org Sdi.co.uk(Business) VisitScotland.com (Visit) TalentScotland.com (Work) Studyinscotland.org (Study)
- 122.
- 123. Tech Alignment Programme ofdigital improvement across the partners: • Centralised systems • Upskilling staff • Drive efficiencies in spend and productivity
- 124. tools & Platforms BrandScotland
- 125. governance model Shared Strategy – Digital& Marketing Architecture & Design Portfolio Management Technology Change Management Business Change Management Service Design
- 126. Delivery hub Brand Scotland CatLeaver, Director Nat Ratner, Digital Experience Rob Catterson, Brand Strategy Norry Wilson, Content Sarah Clarke, Content Emma Donnelly, PM Seonaid Heeps, Social Lead Laura Brown, Social & Andy Moore, Content Thorranze Cheung - Digital Mike Thorburn, Lead Editor
- 127. social strategy Reactive &Proactive The overall social media objective is to drive advocacy by stimulating social conversations, sharing exciting and timely content and engaging our audience across platforms
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- 129.
- 130. Study ‘pillar’ Evolution ofScotland.org
- 131. Study ‘pillar’ Evolution ofScotland.org
- 132. Where is Scotland? Evolutionof Scotland.org
- 134. What’s in thepipeline? • Upscale social analytics and influencer outreach • Marketing automation platform roll out • eCRM evolution and better cross-partner user journeys • Centralised SEO approach • Ma
- 135. Digital transformation • Ma Approachsummary Converge governance to align digital and marketing strategy Create a cross- org marketing team, converge on common tools for SEO, social, content planning Align technology selection, adopt common platforms, create simple technical integrations
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- 138.
- 139. Head of DevOpsDevelopment and Implementation Agile & DevOps Methods & Practices CoE Lead Solution Strategy Lead Technology Technology WoW Programme Introductions
- 140. The Agile movementhas lost itsway…. 3
- 141. In 1982 lifewassimpler 4 19 year old me FacomMainframe
- 142. In 1982 businesswassimpler 5 Headof Finance Programmer Daily conversations Demonstrable Software
- 143. But then businessesbecamecomplicated 6 Finance Programmer Marketing Security OfficeServices Mail Room HumanResources Programmer Programmer Programmer Programmer Programmer Project Mgr Business Analyst Architect Dr Winston Royce https://pragtob.wordpress.com/2012/03/02/why-waterfall-was-a-big- misunderstanding-from-the-beginning-reading-the-original-paper/ http://www-scf.usc.edu/~csci201/lectures/Lecture11/royce1970.pdf
- 144. And Technology becamecomplicated Finance Marketing Security OfficeServices MailRoom HumanResources Programmer Programmer Programmer Programmer Programmer Programmer BusinessAnalyst Project Mgr Architect
- 145.
- 146.
- 147. In 2001 these17 people thought so 10 Kent Beck Mike Beedle Arie vanBennekum Alistair Cockburn WardCunningham Martin Fowler James Grenning JimHighsmith Andrew Hunt RonJeffries JonKern Brian Marick Robert C.Martin Steve Mellor Ken Schwaber Jeff Sutherland DaveThomas
- 148. Martin Fowler wasoneof these 11 “In February 2001 agroup of seventeen software pundits got together in Snowbird UTto discussthe growing field of what used tobe called lightweight methods. Wedecide to use the term agile todescribe this new breed of agilemethods. Wealso wrote the Manifesto for Agile Software Development , setting out the values and principlesof these agile processes.” https://www.martinfowler.com/articles/agileStory.html Martin Fowler
- 149. Dave Thomas wasone ofthese 12 “…yearsago, I was among seventeen middle-aged white guys who gathered at Snowbird, Utah. Wewerethere because we shared common beliefs about developing software, and we wondered if there was away to describe what we believed. It took less than aday to come up with ashort list of values. Wepublished those values, along with alist ofpractices, asthe Manifesto for Agile SoftwareDevelopment…” https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html DaveThomas
- 150. And sothe Manifestowas born… 13
- 151. Some history andtimelineevents 14 RAD– IncSpiral (Martin & Boehm80’s) eXtreme Programming (XP) (Beck,Cunningham, Jefferies 96) DSDMAtern (DSDMConsortium 94) Crystal (Cockburn 2004) Disciplined Agile Delivery (DAD) (Ambler 2006) ScaledAgile Framework (SAFe) (2011 Leffingwell et al) RUP (IBM96) Nexus (Schwaber 2015) LeSS (Vodde& Larman2014) Adaptive Software development (Highsmith 99) LeanSoftware Development (Poppendieks’2002) TestDriven Development (TDD) (Rediscovered byBeck2002, Originally datesfrom the 1950’s) Agile Manifesto Signed (2001)Feature Driven Development (FDD) (DeLuca97) Scrum (Schwaber & Sutherland95) Scrum(Initial Paper) (Takeuchi& Nonaka86) Kanban (Ohno53) Lean (Ohno48) USAF& NASA (X-15 HypersonicJet 50-60’s)
- 152. The Agile hasbecome codified in so many ways 15 Values & Principles guided by Mindsets & Behaviours Methods, Practices,Toolsand Frameworks https://www.codeproject.com/Articles/1064114/Agile-Software-Development-Basics?msg=5193064#xx5193064xx
- 153. The Agile landscapeis evergrowing 16
- 154. As is thetoolslandscape 17
- 155. But Agile isbecoming fractured(sect-like) 18 “The boys from RUP (Rational Unified Process) are back. Building on the profound failure of RUP, they are now pushing the Scaled Agile Framework(e) as a simple, one-size fits all approach to the agile organization. They have made their approach even more complicated by partnering with Rally, a tools vendor. Consultants are available to customize it for you, also just like RUP” http://www.scrum-breakfast.com/2013/10/scaling-scrum-safe-dad-or-less.html BasVodde and Craig Larman -LeSS Dean Leffingwell - SAFe KenSchwaber – co author https://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed/
- 156. “Agileis Dead (LongLiveAgility)” 19 https://www.youtube.com/watch?v=vqz8ND-N1hc https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html The word “agile” has been subverted to the point where it is effectively meaningless, and what passes for an agile community seems to be largely an arena for consultants and vendors to hawk services and products. DaveThomas
- 157.
- 158. Religious geography andwarstimeline 21 How has the geography of religion evolved over the centuries, and where has it sparked wars? Our map gives us a brief history of the world's most well-known religions: Christianity, Islam, Hinduism, Buddhism, and Judaism. http://www.mapsofwar.com/ind/history-of-religion.html
- 159. History of allreligions 22 JesusDiaz – The history of all religions explained in one fascinating graphic https://gizmodo.com/the-history-of-all-religions-explained-in-one-fascinati-1643222359
- 160. Religion Values andPrinciples 23 “Theworld’s religions all seemto askthat their followers seekdifferent paths to enlightenment. Yetbeneath the seeming differences lies a poolof universal truth… …thescriptures of Christianity, Judaism,Islam, Hinduism, Bahá'í, Buddhism, andothers… [have the same values & principles] …expressedalmost word for word in every religion.” - TheDalaiLama http://www.onenessonline.com/
- 161. Agile Cargo Cults– Which frameworks to choose 24http://cdn.oddx.com/wp-content/uploads/2014/02/cargo-cult-video.jpg?x63817 “The name derives from the belief which began among Melanesians in the late 19th and early 20th century that various ritualistic acts such asthe building of an airplane runway will result in the appearance of material wealth, particularly highly desirable Western goods(i.e., “cargo”), via Westernairplanes.” https://en.wikipedia.org/wiki/Cargo_cult
- 162. Agile is notpainting bynumbers 25https://www.agilesherpas.com/agile-broken-marketing/ “Sometimes they turn outnice, but more often they’re disastrous…. And even if you executethem perfectly, you learn nothing”
- 163.
- 164. 27 Be Agile donot just Do Agile https://www.daxx.com/article/what-does-agile-mean-software-development
- 165. 28 Being Agile notDoingAgile https://www.adventureswithagile.com/2017/03/25/what-is-the-agile-mindset/ https://www.mindmeister.com/425542788/agile-world
- 166. Treatthe Agile landscapeas a toolshed 29
- 167. Use what worksfor thesituation 30 Squad Squad Squad Squad Chapter Chapter Tribe Lead Agile Coach CL CL
- 168. Don’t join aSect orReligion 31
- 169. Shu Ha Ri– Heart of Agile 32 https://heartofagile.com/
- 170. Apply to yourowncontext 33
- 171. ….modified Manifesto anda 5thvalue 34 We are uncovering better ways of working by doing it and helping others do it. Individuals and interactions over processes andtools Working solutions over comprehensive documentation Customer collaboration over contractnegotiation Responding to feedback over following a plan Mindsets & behaviours guided by value & principles over Methods, Practices, Tools and Frameworks That is, while there is value in the items on the right, we value the items on the left more
- 172.
- 173.
- 174. Scaling Autonomy and Alignment DigitalTransformation Scotland Dwayne Pascal, February 2019
- 175. • 25 yearsin software development • 15 years in technical leadership • 10 years in agile development Introduction Agile Leadership How do we, as technical leaders, create an environment which maximizes the likelihood of achieving business success.
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- 181.
- 182.
- 183. WhatisFriction? “Friction manifests itselfwhen human beings with independent wills try to achieve a collective purpose in a fast-changing, complex environment where the future is fundamentally unpredictable.” - Stephen Bungay
- 184.
- 185. Thenaturalresponse “Although it isnot common to talk about these three gaps, it is common enough to confront them. It is also common enough to react in ways that make intuitive sense.” - Stephen Bungay
- 186. Outcomes = Situation B PlansActions Effects Gap Moredetailed controls Thenaturalresponse Knowledge Gap More detailed information Alignment Gap More detailed instructions
- 187.
- 188. “The existence offriction is why armies need officers and businesses need managers. Anticipating and dealing with it form the core of managerial work. Recognizing that is liberating in itself.” - Stephen Bungay
- 189.
- 190. Directed Opportunism: How? •Focus on the intent – the outcome - not the plan. • Let teams decide how to achieve the outcomes. • Give teams the information they require to adapt and self- correct. Whatshouldwedo?
- 191. Outcomes = Situation B PlansActions Effects Gap Giveindividuals freedom to adjust their action in- line with the intent Thebetterresponse Alignment Gap Allow each level to define how they will achieve the intent of the next level up, and ‘backbrief’ Knowledge Gap Limit knowledge to defining and communicating intent
- 192. A B C D EF G Intent Actions Intent Actions Intent Actions “Back Brief” (Information flow) “Back Brief” (Information flow) Inpractice
- 193. Example Context Intent Actions Level A Levels B,C, D Levels E, F, G Context Intent Actions Context Intent Actions
- 194. Example Intent Actions Level A Levels B,C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X
- 195. Example Develop Feature A Actions LevelA Levels B, C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X
- 196. Example Actions Level A Levels B,C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X Help customers do X in our product set
- 197. Example Level A Levels B,C, D Levels E, F, G Context Intent Actions Context Intent Actions Customers have a problem doing X Help customers do X in our product set • Develop Feature A • Develop Feature B • Improve process C
- 198. Example Level A Levels B,C, D Levels E, F, G Context Intent Actions Help customers do X in our product set • Develop Feature A • Develop Feature B • Improve process C Help customers do X in our product set Develop Feature A • Modify account details • Create a new UI • Create new service to produce data set Z Customers have a problem doing X
- 199. Example Help customers doX in our product set • Develop Feature A • Develop Feature B • Improve process C Level A Levels B, C, D Levels E, F, GHelp customers do X in our product set Develop Feature A • Modify account details • Create a new UI • Create new service to produce data set Z Help customers do X in our product set using Feature A Create a new UI • Design UI experience for web • Design experience for App Customers have a problem doing X
- 200. DirectedOpportunism • Takes frictioninto account, reducing the three gaps • Deals with complex, competitive environments • Unleashes the power of individuals Which means it works with large organizations!
- 201. Takeaway “Rather than aplan, a strategy is a framework for decision making. It is an original choice about direction, which enables subsequent choices about action. It prepares the organization to make those choices.” - Stephen Bungay Focus on the Strategy
- 202.
- 203. ImageReferences: • https://cdn-images-1.medium.com/max/2000/1*h-Vvoil9jSuOqui9sDI_aw.jpeg • https://www.successconsciousness.com/images/surprise.jpg •https://cdn.kastatic.org/ka-youtube-converted/v8ODIMqbQ44.mp4/v8ODIMqbQ44.png
- 204.
- 206. T H ED E M E N T I A C I R C L E E C O S Y S T E M
- 214. I N TE R N A T I O N A L N E T W O R K S @AlzScotDigital digital@alzscot.org
- 215. Stephen Hampton Chief TechnologyOfficer 26th February 2019 Enabling Digital Transformation
- 216. Digital business transformationis the process of exploiting digital technologies and supporting capabilities to create a robust new business model. What is Digital Transformation? “ “
- 217. Key Components ofDigital Transformation Empower Employees Optimise Operations Transform Product Engage Customers The technology landscape in 2019 is dominated Digital Transformation. SYSTEMS OF INTELLIGENCE
- 218. Enabling Digital Transformation Legacy Systems Integrating 3rdPlatform Technologies Business Case Identification Digital Skills Gap Organisation Culture Security In a digitally transformed organisation, IT is no longer a cost centre but an enabler and a revenue generator. 47% of CEO’s are under pressure to introduce a Digital Transformation strategy because 56% of those who have are already seeing the benefits. “ “
- 219. Software Defined Infrastructure ControllerBased Architectures • Network, Storage & Compute • Northbound API • Southbound Element API Intent Based • Business Logic • Concrete Configuration Intelligent Infrastructure • Analytics • Infrastructure ML • Data Plane Mapping Table Stakes • High Availability • Security • Performance • Horizontal Scale
- 220. Next Generation Security SegmentationZero Trust Macro Micro Nano Global Threat Analysis Analytics & Machine Learning Automation (Intent Based on Business Logic) Permit Baseline Block Deviation CVE Day Zero
- 221. Cloud Considerations for DigitalTransformation Cloud Architecture • Private • Public • Hybrid Cloud Connectivity • Local Internet Breakout • Cloud Transit • VPN on Ramp Security • Workload Protection • Federated Authentication • Zero Trust Models Analytics • Application Flows • Flow Volumes
- 222. Digital Enablement Services GlobalServices Systems Integration Managed Services Cloud Services • Enterprise Networking Practice • Security Practice • Cloud Practice • Collaboration • Global Network of Expertise • Global Resourcing • Service Delivery Management • Project Engineering • Remote Support • NOC monitoring & Alerting • Incident and Problem Management • Change Management • Legacy Upgrades • FBX (IaaS) • FDR (Backup and Disaster Recovery) • FWS (UC) • FCX (Cloud, Internet, WAN and SIP Transit) • FSA (Analytics)
- 223. Key Takeaways Harmony SDI Seamless integration between technologywithin your organisation. Controller based, with northbound API and business intent. Security Cloud Baselined, zero trust without impact on the consumer. Connectivity, Security and Analytics. Digital Enablement: Global Deployment, Systems Integration, Managed Services & Cloud. HN
- 224.
- 225. Protect | Transform| Innovate
- 226. Discussion agenda • Theimpact of Digital Transformation on traditional DR and Backup • Evaluate where you are on the resiliency journey • Discuss why traditional Backup is failing • Share some customer examples
- 227. Digital Transformation impactsall industries Evolution of People, Process & Technology New Customer Expectations New Markets, New Competitors, New Business Models
- 228. Digital strategy includesIT Transformation Speed Simplified and Modernized IT Agility Scale with Multi-Cloud and Hybrid Cloud Resilience No Downtime, No Data loss
- 229. RISK & AVAILABILITY Customers Employees Partners Systems &DataOn-premises Cloud AppsIoT Mobile Apps Cloud/SaaS Apps IT Transformation Challenges
- 230. Transform through ITResilience The ability to accelerate transformation by adapting to change without disrupting the business
- 231. The Journey toIT Resilience Continuous IT Remove Systemic Risk Converge and Automate DR and Backup Accelerate Cloud Hybrid/Public/Private Cloud Increase Agility Intelligent Workload Placement Anywhere Achieve Efficiency Aligned and Optimized Resources Continuous Transformation IT at the Speed of Business
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- 233.
- 234. Into One Platform DisasterRecovery Replication Backup Hybrid Cloud IT Resilience Platform
- 235. Replacing Multiple Tools BackupReplication Orchestration Migration+ + + < Costly & Complex IT Resilience Platform™ Simplified IT
- 236. Backup Backup does notmeet todays customer expectations 24/7 Granularity Ransomware
- 237. No Backup TechnologyBased on Periodic Backups can Achieve Seconds of RPO at Scale Periodic Backups Backup
- 238. Continuous Data Protection ContinuousJournal-Based Protection is the Future
- 239. Restore Anything &Everything SitesApps FilesVMs
- 240. Deliver Seconds ofRPO at Scale
- 241.
- 242. Intelligent Index &Search Elastic Journal Data Protection Workflows Compliance Granular 86% of Use Cases Long-Term Retention Short-Term Retention
- 243. •Find & Restore •Sitebased •Unstructured and scalable Intelligent Index and Search 7.0 *Subject to Change
- 244.
- 245. ✓ Close-to-continuous ITand business operations ✓ Is a multi-function converged product segment, evolved from backup, run book automation, replication ✓ Support scope is multi datacenter and multi-cloud ✓ Functionality includes IT operations resilience and cyber attack mitigation IT Resilience Requirements
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- 248. Tencate using Zertotoday for Ransomware 249 DR Strategy Files Affected Data Loss Time to Recover Without Zerto Backup to tape An entire file server at a manufacturing facility 12 hours 2 weeks With Zerto Continuous replication A number of directories on a file server at a manufacturing facility 10 seconds Under 10 minutes
- 249. IT Transformation inFinancial Services
- 250. The Zerto Difference Singleplatform for continuous availability, data protection, and workload mobility to, from, and between multi clouds.
- 251. Zerto IT ResiliencePlatform Converged Backup Multi-Cloud Hybrid Cloud Disaster Recovery OrchestrationMigration Analytics Lower IT Costs, Complexity & TCO
- 253. How digital platforms arestacking up for web 3.0 Josh Somma - Technical Director @Squiz Email: jsomma@squiz.co.uk
- 254. What we’ll becovering... ●The arrival of Digital Experience Platforms inthe marketplace ● How a former CMS company is navigating it’sway through this disruption ● What’s driving these shifts in the marketplace ● Takeaways
- 255. What is aDXP? ( Digital Experience Platform )
- 256. DXP is asan “...integrated set of technologies, based o common platform, that provides a broad range of au with consistent,secure and personalized access to inf and applications across many digital touchpoints.” Source: https://gtnr.it/2GWqP5d
- 257. ‘A DXP isa collection of technologies that work together to enable our customers to deliver advanced digital services no matter the context of the user. Matt Adney, Chief Product Officer, Squiz Source: http://bit.ly/2ShQqrt
- 258. ‘...a core setof software technologies that orchestrates the creation, delivery and optimization of personalized, content-rich digital experiences anytime ‘... Source: http://bit.ly/2SZngCA Source: http://bit.ly/2GGD9qZ ‘an integrated set of technologies, based on a common plat a broad range of audiences with consistent, secure, and pers information and applications across digitaltouchpoints.’ ‘... an integrated collection of technologies and methodologies that provid the ability to design and deliver user interface/presentation capabilities for wide variety of interaction channels…’
- 259. What does aDXP actually look like? Hosting & infrastructure Customer Data (CRM) Content management (CMS/DAM) Search Presentation E-commerce Social Media Analytics / BI Video Marketing Automation Personalisation Web services
- 260.
- 261. Gartner Magic Quadrant forDigital Experience platforms (Formerly Horizontal Portals) IBM Microsoft Oracle Adobe Salesforce SAP ... Squiz Kentico Software SDL Jahia GX Software OEpiserver Sitecore Acquia (the makers of Drupal)
- 262. Why are allthese disparate types of companies coalescing around this concept of DXP?
- 263. 'At a highlevel this is an agglomeration of WCM,DAM, Portal, and Personalization vendors and tools. And what a bizarre potpourri of vendors andproducts. For starters, you should be suspicious any chart that has both Salesforce and Squiz or Kentico and SAP together.' Tony Byrne, Founder, Real Story Group Source: http://bit.ly/2BNsF5j
- 264. Howdoes this conceptof DXP relate to Squiz?
- 265. Secure Hosting Search Web Development ContentEditing CMS Secure Virtualised Hosting Global Content Delivery CXP Marketing Automation CRM Search Insights & Analytics Web Development Content Editing Integration Tools Secure Virtualised Hosting Global Content Delivery Software as a Service DXP Integrated Ecosystem Marketplace Marketing Automation CRM Search Insights & Analytics Knowledge Graph Web Development Content Editing Integration Platform Personalisation 2019 Evolution: CMS → CXP → DXP 2014 2009
- 266. ‘I need a website…’ ‘Ineed a website, forms pushing to the CRM and an email campaign…’ ‘I need … ✓ A website ✓ API endpoints for the companion app ✓ a chatbot creating leads in the CRM ✓ a personalised nurture campaign ✓ real time analytics dashboard How the conversations have evolved... 2009 2014 2019
- 267. The easy problemshave beensolved
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- 270.
- 271. The easy problems have been solved Propertyclassifieds Online EstateAgents Information Logistics Booking Transport & Travel
- 272. Experience is thedifferentiato
- 273. Value of Experience Commodity Good Service Value Source: JosephPine http://bit.ly/2GGyN3m Experience
- 274. “There is adifference between knowing the and walking the path.” Morpheus
- 275. To deal withthis...
- 276. To deal withthis(cont’d)...
- 277.
- 278. Make sure claimsof integration are true Be wary of all-in-one DXP vendors A federated model will likely be the most common pattern Use cases for truly bespoke platforms will be rare
- 279. Thank you Josh Somma Email:jsomma@squiz.co.uk