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Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
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Digital transformation sweet spot: Business operations
1. Hitting Back Against Disruption
How focusing on a digital transformation sweet spot pays off.
2. Find the sweet spot on a club or bat and you’ll
know it instantly — not just by the sound and the
feel — but by how easy and how far the ball flies.
3. As enterprises, identifying and coming back
to a sweet spot delivers similar results.
Maximizes our forward momentum and investment potential.
Makes our success repeatable across the enterprise.
4. Where does that momentum take you?
That depends in part on which of the three
transformation models you focus on.
5. Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.”
Improves agility,
frees up IT budget
for innovation.IT
Transformation
6. Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.”
C
in
li
Capable of disrupting
industries but is rare, like
a grand slam or hole in one.
Im
in
b
Business
Model
Transformation
IT
Transformation
7. Source: Geoffrey Moore, author of “Zone to Win” and “Dealing with Darwin.”
C
in
li
Improves customer
experience, products/
services and core
operations.
Im
in
b
Business Operations
Transformation
Business
Model
Transformation
IT
Transformation
8. Getting the most momentum from your efforts?
It comes from using digital to transform
the three areas of business operations.
9. Digital leaders are improving
customer experience.
CUSTOMER
EXPERIENCE
PRODUCTS/
SERVICES
CORE
OPERATIONS
01
25. Let’s look at how a digitally enabled product
is upping happiness at Walt Disney Parks
and Resorts.
26. In past years, park-
goers arrived at the
gates loaded down
with tickets, ride
passes, resort key
cards, their wallet
and a camera.
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
27. And that’s not
counting the strollers
and other items many
families had to bring.
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
28. Magical? Hardly.
But what if a wristband streamlined
the entire park-going experience?
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
29. Now, park-goers
can link their tickets,
ride passes, credit
cards and Disney
Resort hotel cards
to the MagicBand.
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
30. Going through the
main gate? Paying
for a meal? Buying
a T-shirt from a gift
store? Entering your
on-resort room?
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
31. Simply hold the
MagicBand near
a sensor.
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
32. Future iterations will
make the experience
increasingly
personalized.
All thanks to the
seamless collecting
and communicating
of data.
Source: Austin Carr, “The Messy Business of Reinventing Happiness,” Fast Company, April 15, 2015.
33. As consumers, we’re starting
to expect digitally enabled
products as the new normal.
Our next step?
34. To find ways to translate into our business
lives what we love and expect as consumers.
38. For farmers, tracking
changing soil and
weather conditions
is part science, part
experience.
Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
39. John Deere is making
the science part easier.
Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
40. Sensors on the
farmer’s equipment
gather real-time data
on soil temperature,
nutrients and moisture
levels.
Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
41. The sensors even
suggest more efficient
paths for plowing.
The result?
Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
42. All the real-time data
helps the farmer
increase crop yields
and profits.
And John Deere?
Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
43. It’s transformed a
product into a service,
creating an entirely
new source of revenue.
Tim Greene, “John Deere is plowing IoT into its farm equipment,” Computerworld, May 18, 2016.
63. Customers don’t
want to wait for
service, especially
if the service they’re
waiting for is an
elevator.
64. Yet if you’re the
owner of a high-rise
hotel or apartments,
there’s only so much
space you can devote
to elevator bays.
The solution?
65. Fit smarter elevators
into less space.
Vele Galovski and Harald Kopp, Technology Services Industry Association blog,
“How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
66. By applying
predictive analytics
to centuries-old
technology, Schindler
Elevator has created
responsive elevators.
How?
Vele Galovski and Harald Kopp, Technology Services Industry Association blog,
“How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
67. Traffic is anticipated
and passengers are
“clustered” to cut
wait times in half.
Vele Galovski and Harald Kopp, Technology Services Industry Association blog,
“How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
68. Because of this data-
driven approach,
fewer elevators are
needed, freeing up
valuable square
footage.
And energy costs?
Vele Galovski and Harald Kopp, Technology Services Industry Association blog,
“How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
69. They’re reduced
by as much as 40%.
Vele Galovski and Harald Kopp, Technology Services Industry Association blog,
“How IoT Process Optimization Can Improve Customer Outcomes,” May 28, 2015.
70. Data can also be used to predict something
else — failures before they occur.
71. By embracing the IoT, manufacturers can
reduce the downtime of the equipment
they sell and service.
Source: Flowserve.
73. So what resources do you need to
have in place to gain momentum and
make success repeatable across your
enterprise?
74. Read the Enterprise.nxt report and
find more thinking at HPE.com/nxt.
Learn more about where you are in your transformation
journey compared to other enterprises.
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