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PowerPoint Templates & Diagrams
Digital Transformation
Framework Templates
Invest in
Training
5
Use New
Methods of
Selecting
Candidates
4
Develop a
Well-planned
Website
3
Communicate
through Social
Media
2
Get
Acquainted
with Digital
Talent
1
Acquire Talent
in Groups
6
Talent
Planning
Talent
Retention
1
4 3
Talent
Acquisition
Talent
Development
2
Organization
2
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Presentation Overview
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This is a compilation of business framework slides and templates related
to established Digital Transformation models
This document is a compilation of template and diagram slides of business frameworks related to
Digital Transformation. The following frameworks are included:
• Big Data Enablement Framework
• Blockchain Series: Technology Overview and
Examples
• Capabilities Architecture Planning (CAP)
• Customer Decision Journey and Social Media
Strategy
• Customer Experience
• Digital Leadership
• Digital Maturity Model
• Digital Organizational Design
• Digital Talent Lifecycle
• Digital Transformation Strategy (Primer)
• Digital Transformation: Value Creation &
Analysis
• Enterprise Architecture for Digital Strategy
• Intelligent Process Automation (IPA)
• Internet of Things (IoT) Decision Framework
• Levers of IT Simplification
• Mobile Customer Journey and Experience
Design
• Mobile Strategy Primer
• Robotic Process Automation (RPA)
• Six Building Blocks of Digital Transformation
• Social Media Management
3
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Want to achieve Excellence in Digital Transformation?
Become your organization’s resident expert on Digital Transformation by
leveraging our best practice frameworks.
Our frameworks are based on the thought leadership of leading consulting firms, academics, and
recognized subject matter experts.
Learn implementation approaches to directly link core concepts to execution.
Digital Transformation is being embraced by organizations of
all sizes across most industries, as the role of technology
shifts from being a business enabler to a business driver.
In the Digital Age today, technology creates new
opportunities and fundamentally transforms businesses in all
aspects—operations, business models, strategies. It not only
enables the business, but also drives its growth and can be a
source of Competitive Advantage.
Digital Transformation Stream
https://flevy.com/browse/stream/digital-transformation
Click Here
4
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Want to achieve Excellence in Innovation Management?
Become your organization’s resident expert on Innovation Management by
leveraging our best practice frameworks.
Our frameworks are based on the thought leadership of leading consulting firms, academics, and
recognized subject matter experts.
Learn implementation approaches to directly link core concepts to execution.
To be competitive and sustain growth, we need to constantly
innovate.
Ironically, the more we grow, the harder it becomes to
innovate. Large organizations are far better executors than
they are innovators. To effectively manage the Innovation
process, we need to master the art and science of Innovation.
Adopt and adapt our best practices frameworks to help drive
and manage Innovation.
Innovation Management Stream
https://flevy.com/browse/stream/innovation
Click Here
5
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Want to achieve a Excellence in Customer-centric Design (CCD)
Become your organization’s resident expert on Customer-centric Design (CCD)
by leveraging our best practice frameworks.
Our frameworks are based on the thought leadership of leading consulting firms, academics, and
recognized subject matter experts.
Learn implementation approaches to directly link core concepts to execution.
In the Digital Age, advances in technology, communication,
data, and analytics have given rise to a more empowered
global customer.
Thus, increasingly more organizations are seeking to invest
and focus on CCD. A clear understanding of customer needs
and behaviors across the organization will help drive
profitable growth strategies and provide the confidence to
invest in opportunities, while remaining within tight budgets.
Customer-centric Design Stream
https://flevy.com/browse/stream/customer-centric-design
Click Here
6
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Insert headline
Big Data Enablement Framework – TEMPLATE
Source: Enabling Big Data, BCG, May 2014
Opportunities
Build a culture of innovation and
experimentation.
Platform
Leverage flexible, scalable, and
efficient data systems.
Participation
Identify strategic partners that can help
unlock new economic opportunities.
Trust
Establish trust among consumers
to enable broad use of their data.
Organization
Develop capabilities to implement and
leverage relevant data applications.
Relationships
Create an open culture to support
partnering and the sharing of data.
3
Data Ecosystem
2
Data Engine
1
Data Usage
Source material: Big Data Enablement Framework
https://flevy.com/browse/flevypro/big-data-enablement-framework-2906
7
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Insert headline
Big Data Enablement Framework – TEMPLATE ALTERNATE
Source: Enabling Big Data, BCG, May 2014
Platform
Leverage flexible, scalable,
and efficient data systems.
Organization
Develop capabilities to
implement and leverage
relevant data applications.
Data Engine
Opportunities
Build a culture of innovation
and experimentation.
Trust
Establish trust among
consumers to enable broad
use of their data.
Data Usage
Participation
Identify strategic partners that
can help unlock new economic
opportunities.
Relationships
Create an open culture to
support partnering and the
sharing of data,
Data Ecosystem
3
1 2
Source material: Big Data Enablement Framework
https://flevy.com/browse/flevypro/big-data-enablement-framework-2906
8
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Insert headline
Blockchain Transaction Process – TEMPLATE
Source Material: Blockchain Series – Technology Overview and Examples
https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
Source: Blockchain in Banking: A Measured Approach, Cognizant, 2016; Attribution: Icons designed by Eezy
The transaction is added to an
online transaction ledger
encrypted with a digital security
code.
The code of the transaction is
sent to a large network, where it is
confirmed without compromising
private information. This also
eliminates the need for a central
authority.
Once a transaction is
confirmed and validated by
several parties, it exists on
the ledger of each as a
permanent and unchangeable
record of the transaction.
The transaction
information is
recorded and the
transaction is
completed.
ENCRYPTION VALIDATION DISTRIBUTION

Text
Text Text
Text Text

9
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Insert headline
Blockchain Transaction Example (Bitcoin) – TEMPLATE
Dave owes June money for coffee.
He installs an app on his
smartphone to create a new
Bitcoin wallet. A wallet app is like
a mobile banking app and a wallet
is like a bank account.
To pay her, he needs two
pieces of information: his
private key and her public
key.
Dave receives June’s public key by
scanning a QR code from her
phone, or by having her email him
the payment address (a hash string
of numbers and letters).
This app alerts Bitcoin miners
around the world of the
impending transaction, who
provide transaction verification
services.
The miners verify
that Dave has
enough Bitcoin
funds to make the
payment.
Many transactions occur in the
network simultaneously. All the
pending transactions in a given
timeframe are grouped in a “block” for
verification.
The new block is put in the network,
so that miners can verify if its
transactions are legitimate.
Verification is accomplished by
computing cryptographic
computations.
When a miner solves the
cryptographic problem,
the discovery is
broadcasted to the rest
of the network.
Attribution: Icons designed by Eezy Inc.
1 2 3 4 5 6 8
7
Source Material: Blockchain Series – Technology Overview and Examples
https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
10
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FINANCIAL
Insert headline
Blockchain Use Cases – TEMPLATE
Source: Let’s Talk Payments
NON-FINANCIAL
Other
Gold & silver
Ride
sharing
Data Storage
Gaming
Currency
exchange &
remittance
P2P
transfers
Trading
platforms
Spritzle
MUNA
PlayCoin Play
Stellar
Fundrs.
org
Cryptosigma
BitnPlay
App deve-
lopment
Blockchain in
loT
Network
Infra-
structure &
APIs
Reviews/
Endorsement
Asimov
Assembly
ePlug
BitHealth
Follow
my vote
Digital
Tangible
Diamonds
Real estate
Smart
Contracts
Otonomos
Marketplace MyPowers
Digital
Identity
UniquID
One
name
Authen-
tication &
Authorization
Degree of
Trust
Everpass
Digital
Content/
documents,
storage &
delivery
Bitproof Ascribe ArtPlus
Source Material: Blockchain Series – Technology Overview and Examples
https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
11
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Create a dedicated oversight team for the Transition
Restructure the existing system
Delineate a new capabilities system
Pre-test the new system
Scale up the successful Pilot results
Insert headline
CAP Implementation Process – TEMPLATE
Source Material: Capabilities Architecture Planning (CAP)
https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970
1
2
3
4
5
Source: Enterprise Architecture Planning 2.0, PwC, 2016
12
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Create a
dedicated
oversight team
for the Transition
Restructure the
existing system
Delineate a new
capabilities
system
Pre-test the new
system
Scale up the
successful Pilot
results
Insert headline
CAP Implementation Process – TEMPLATE ALTERNATE
1 2 3 4 5
Source: Enterprise Architecture Planning 2.0, PwC, 2016
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filler text, filler text
Source Material: Capabilities Architecture Planning (CAP)
https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970
13
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Insert headline
McKinsey Customer Decision Journey – TEMPLATE
Source Material: Customer Decision Journey and Social Media Strategy
https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251
Initial
Consideration
Set
Moment of
Purchase
Active Evaluation
Post-purchase Experience
1
3
2
4
Ongoing exposure
Source: Consumer Decision Journey, McKinsey & Co., 2009
14
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Brand Monitoring Crisis Management Referrals and
Recommendations
Brand Content
Awareness
Product Launches
Targeted Deals and
Offers
Customer Service Fostering
Communities
Customer Input
Brand Advocacy
Initial
Consideration
Active
Evaluation
Moment of
Purchase
Post-purchase
Experience
Continuation
of Evaluation
Insert headline
Social Media on Customer Decision Journey – TEMPLATE
Source: Demystifying Social Media, McKinsey & Co., 2012
1
2
3
4
1. Monitor
social channels for
trends, insights
2. Respond
to consumers’
comments
3. Amplify
current positive
activity and tone
4. Lead
changes in behavior
or sentiment
Phases of Journey
Source Material: Customer Decision Journey and Social Media Strategy
https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251
15
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Insert headline
Accenture Nonstop-Customer Experience Model – TEMPLATE
Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture
Source Material: Customer Experience
https://flevy.com/browse/flevypro/customer-experience-2252
Promise Evaluate Delivery
Discover Purchase
Use
Consider
16
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Insert headline
Digital Leadership Core Actions – TEMPLATE
Source Material: Digital Leadership
https://flevy.com/browse/flevypro/digital-leadership-3190
Source: Digital Leadership, Deloitte, 2015
Keep Focused
on
Outcomes
Set a Vision
Clarify the
Team Roles
Advise, Don’t
Dictate
Make Roles
Fluid
17
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Insert headline
Digital Leadership Core Actions – TEMPLATE ALTERNATE
Source: Digital Leadership, Deloitte, 2015
Keep Focused
on Outcomes
Set a Vision
Clarify the
Team Roles
Advise, Don’t
Dictate
Make Roles
Fluid
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text
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text, filler text, filler text
Source Material: Digital Leadership
https://flevy.com/browse/flevypro/digital-leadership-3190
18
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Insert headline
Digital Leadership Characteristics – TEMPLATE
Source: Digital Leadership, Deloitte, 2015
Be Smart and Mobile
Allow Failure to Happen
Foster a Culture of Sharing and
Model Values
Leverage on “T-shaped” Talent
to Create Diverse Teams
Be Flexible, Adaptable, and
Collaborative
1
3
5
7
9
Provide Interactive Feedback and Use
Social Platforms to Engage
Thrive on Working in a Networked
Environment
Create a Personal Following
Drive Analytics-based
Decision making
2
4
6
8
Source Material: Digital Leadership
https://flevy.com/browse/flevypro/digital-leadership-3190
19
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Insert headline
Digital Maturity Model – TEMPLATE
Digital Maturity
Strategic
Value
Initiate
Optimize
Automate
Transform
Improve
1 Radiate
2 Align
3
6
4
5
7
Crawl Walk Run
Source: Digital Maturity Model 2.0, Sitecore, 2012
Source Material: Digital Maturity Model
https://flevy.com/browse/flevypro/digital-maturity-model-2250
20
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Insert headline
Digital Maturity Model Capabilities – TEMPLATE
Digital Maturity
Strategic
Value
Initiate
1 Radiate
2 Align
3
Transform
6
Optimize
4 Automate
5
Improve
7
Design (one size fits all)
Real-time (Web) Analytics
Traffic Acquisition (SEO, SEM)
Email Marketing (basic)
Design (responsive)
Engagement Analytics
Email Marketing (segmented)
Content Distribution (multi-channel)
Social (share)
Sales Enablement (reporting)
E-commerce (disconnected)
Design (Device-aware)
Predictive Analytics
Traffic Acquisition (SEO & bid management)
Email Marketing (automated)
Content Distribution (cross-channel dialogue)
Social (engage)
Sales Enablement (CRM integration)
E-commerce (integrated)
Social (listen)
Campaign Management
Testing (A/B & MV)
Profile Content & Visitors
Campaign Attribution
Community (integrated cross-channel)
Testing (automated)
Central Hub for Profiles
Community (established)
Personalization Recommendations
Automation (basic) Machine Learning
Adaptive Print
Behavioral Targeting
Automated Decision
Big Data Predictions
Data Lake
Source Material: Digital Maturity Model
https://flevy.com/browse/flevypro/digital-maturity-model-2250
21
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Insert headline
4 Types of Digital Organizations – TEMPLATE
Source Material: Digital Organizational Design
https://flevy.com/browse/flevypro/digital-organizational-design-3189
Source: The Structure of a Digital Enterprise, Deloitte, 2015
DIGITAL
ORGANIZATIONS
1 2
4 3
The Tactical
Model
The Centralization
Model
The Business As
Usual (BAU) Model
The Champion
Model
22
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Insert headline
4 Types of Digital Organizations – TEMPLATE ALTERNATE
Source: The Structure of a Digital Enterprise, Deloitte, 2015
DIGITAL
ORGANIZATIONS
The Tactical Model
The Business As Usual (BAU) Model
The Centralization Model
The Champion Model
1
4
2
3
• Insert filler text, filler
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text
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text
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text, filler text, filler
text
Source Material: Digital Organizational Design
https://flevy.com/browse/flevypro/digital-organizational-design-3189
23
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Digital
Operations
5
Organization
and Talent
4
Products and
Services
3
Insert headline
5 Areas of Evaluation (Digital Readiness) – TEMPLATE
Customer
Engagement
2
Strategy and
Leadership
1
Source: The Structure of a Digital Enterprise, Deloitte, 2015
Insert filler text, filler
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text, filler text.
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text, filler text.
Source Material: Digital Organizational Design
https://flevy.com/browse/flevypro/digital-organizational-design-3189
24
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Insert headline
Digital Talent Lifecycle – TEMPLATE
Source Material: Digital Talent Lifecycle
https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
Source: Managing the Digital Talent Lifecycle, Deloitte, 2015
Organization
Talent
Planning
Talent
Acquisition
Talent
Retention
Talent
Development
1 2
4 3
25
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Insert headline
Digital Talent Lifecycle – TEMPLATE ALTERNATE
Source: Managing the Digital Talent Lifecycle, Deloitte, 2015
Organization
1 2
4 3
Talent
Planning
Talent
Acquisition
Talent
Retention
Talent
Development
Source Material: Digital Talent Lifecycle
https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
26
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Insert headline
Talent Acquisition Key Actions – TEMPLATE
Invest in
Training
5
Use New
Methods of
Selecting
Candidates
4
Develop a
Well-planned
Website
3
Communicate
through Social
Media
2
Get
Acquainted
with Digital
Talent
1
Acquire Talent
in Groups
6
Talent
Planning
Talent
Retention
1
4 3
Talent
Acquisition
Talent
Development
2
Organization
KEY ACTIONS
Source Material: Digital Talent Lifecycle
https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
27
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Insert headline
Talent Development Key Actions – TEMPLATE
Measure the
Outputs
4
Learn from
Digital Natives
3
Deliver Learning
Digitally
2
Define the
Employee
Journey
1
Talent
Planning
1 Talent
Acquisition
2
Organization
KEY ACTIONS
Talent
Retention
4 3
Talent
Development
Source Material: Digital Talent Lifecycle
https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
28
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Insert headline
6 Technology Trends – TEMPLATE
Social
Media
Cloud
Big Data
& Analytics
Internet
of Things
Mobility
Cyber-
security
Digital
Transformation
Source Material: Digital Transformation Strategy (Primer)
https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
29
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Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models
Insert headline
8 Levers to Digital Transformation – TEMPLATE
DIGITAL TRANSFORMATION
GROWTH DRIVERS OPERATIONAL IMPROVEMENT
Demand
Generation
Search &
Selection
Customer
Purchase
Process
Customer
Experience
Process
Efficiency
Asset
Utilization
Agility
New
Business
Models
Business Driver Levers Business Enabler Levers
1 2 3 4 5 6 7 8
Source Material: Digital Transformation Strategy (Primer)
https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
30
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Insert headline
8 Levers to Digital Transformation – TEMPLATE ALTERNATE
• Insert filler text, filler text,
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Demand Generation Reach & Selection Customer Purchase Process Customer Experience
GROWTH DRIVERS
Demand
Generation
Search &
Selection
Customer
Purchase
Process
Customer
Experience
1 2 3 4
Process Efficiency Asset Utilization New Business Models
OPERATIONAL IMPROVEMENT
Process
Efficiency
Asset
Utilization
Agility
New
Business
Models
5 6 7 8
DIGITAL TRANSFORMATION
Business
Driver
Levers
Business
Enabler
Levers
Source Material: Digital Transformation Strategy (Primer)
https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
31
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Insert headline
Search & Selection Channels – TEMPLATE
Search… Go
SOCIAL DEVICE
SEARCH
WEBSITES
Source Material: Digital Transformation Strategy (Primer)
https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
32
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Insert headline
Sources of Digital Value – TEMPLATE
Source Material: Digital Transformation - Value Creation & Analysis
https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
Source: Finding Your Digital Sweet Spot, McKinsey, 2013
Enhanced
Connectivity
Automation of
Manual Tasks
Improved
Decision Making
Product or
Service
Innovation
1 2
4 3
33
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Insert headline
Digital Value Chain Model – Template
Source: Finding Your Digital Sweet Spot, McKinsey, 2013
Product &
Service
Innovation
Customer
Experience
Enhanced
Corporate
Control
Distribution,
Marketing,
& Sales
Risk
Optimization
Digital
Fulfillment
Enhanced
Connectivity
Automation
of Manual
Tasks
Improved
Decision
Making
Product or
Service
Innovation
• Filler text, filler text, filler
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text, filler text
Source Material: Digital Transformation - Value Creation & Analysis
https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
34
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Insert headline
Horizons of Digital Transformation – TEMPLATE
Digital Norm
Digital Storm
Digital Form
• Filler text, filler text, filler text,
filler text
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filler text
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filler text
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filler text
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filler text
Source Material: Digital Transformation - Value Creation & Analysis
https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
35
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Insert headline
Enterprise Architecture Domains – TEMPLATE
Strategy
Performance
Architecture
Business
Transformation
/ EA Roadmap
Service /
Application
Architecture
Infrastructure /
Technical
Architecture
Business
Architecture
Information /
Data
Architecture
Source Material: Enterprise Architecture for Digital Strategy
https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647
36
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Insert headline
Enterprise Architecture for Digital Strategy – TEMPLATE
Customer
Architecture
Market
Architecture
Information /
Data
Architecture
Service /
Application
Architecture
Brand
Architecture
Infrastructure /
Technical
Architecture
Business
Architecture
Strategy
Performance
Architecture
Business
Transformation
/ EA Roadmap
Source Material: Enterprise Architecture for Digital Strategy
https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647
37
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Insert headline
Fourth Industrial Revolution – TEMPLATE
Source Material: Intelligent Process Automation (IPA)
https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770
First Industrial
Revolution
Second Industrial
Revolution
Third Industrial
Revolution
Fourth Industrial
Revolution
We are here
38
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Insert headline
5 Core Technologies of IPA – TEMPLATE
Source: Intelligent Process Automation: The Engine at the Core of the Next-generation Operating Model, McKinsey, 2017
Robotic Process
Automation
(RPA)
Machine
Learning (ML) &
Advanced
Analytics
Smart Workflow
Natural
Language
Generation
(NLG)
Cognitive
Agents
1 2 3 4 5
Source Material: Intelligent Process Automation (IPA)
https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770
• Insert filler text, filler
text, filler text
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text
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text
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text
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text
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text
39
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Insert headline
Operating Model
Alignment
IPA
Portfolio
Buildout
Minimu
m Viable
Product
(MVP)
Develop
ment
Value
Creation
Capabilit
ies
Develop
ment
Change
Manage
ment
IPA Transformation Process – TEMPLATE
1 2 3 4 5 6
Source Material: Intelligent Process Automation (IPA)
https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770
• Insert filler text,
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filler text
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40
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Insert headline
Internet of Things (IoT) Technology Stack – TEMPLATE
Source Material: Internet of Things (IoT) Decision Framework
https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
Source: TechProductManagement, Elizalde, 2016
Device hardware Device Software Communications Cloud Platform
Cloud
Applications
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41
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Insert headline
Key Decision Areas – TEMPLATE
Source: TechProductManagement, Elizalde, 2016
User
Experience (UX)
Data
Security Technology
Business
Standards
and
Regulations
1 2
5 4
6 3
Source Material: Internet of Things (IoT) Decision Framework
https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
42
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Decision
Areas
Insert headline
IoT Decision Framework – TEMPLATE
Source: TechProductManagement, Elizalde, 2016
Device
Hardware
Device
Software
Communi-
cations
Cloud
Platform
Cloud
Applications
The IoT Technology Stack
UX
Data
Business
Technology
Security
Standards & regulations
1
6
11
16
21
26
2
7
12
17
22
27
3
8
13
18
23
28
4
9
14
19
24
29
5
10
15
20
25
30
Source Material: Internet of Things (IoT) Decision Framework
https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
43
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Insert headline
Complexity Causes, Patterns, and Levers – TEMPLATE
Source Material: Levers of IT Simplification
https://flevy.com/browse/flevypro/levers-of-it-simplification-2737
SELECT CAUSES FOR
COMPLEXITY
SIMPLIFY IT LEVERS
DOMINANT COMPLEXITY
PATTERNS
Cause Simplified by
Fast growth
Incomplete post merger
integration
Low maturity of business-IT
collaboration
Continued cost pressures
Data landscape complexity
Business-IT governance and
IT process complexity
Application and IT-
infrastructure landscape
complexity
Intelligent demand
management
Application and data
simplification
Infrastructure-technology-
pattern reduction
Simplified IT organization
and an enabled IT workforce
Effective governance and
simplified processes
Shared-services model and
optimized sourcing
44
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Insert headline
Areas of IT Complexity / Levers of IT Simplification – TEMPLATE
IT Demand
Management
IT Organization
and Workforce
Application
and Data
Landscape
IT Location
and Sourcing
Setup
IT
Infrastructure
IT Governance
and Processes
Source Material: Levers of IT Simplification
https://flevy.com/browse/flevypro/levers-of-it-simplification-2737
45
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Insert headline
Areas of IT Complexity / Levers of IT Simplification – TEMPLATE ALTERNATE
AREAS OF IT
COMPLEXITY
IT Location
and Sourcing
Setup
Application
and Data
Landscape
IT Demand
Management
IT Governance
and Processes
IT
Infrastructure
IT
Organization
and Workforce
Source Material: Levers of IT Simplification
https://flevy.com/browse/flevypro/levers-of-it-simplification-2737
46
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Insert headline
Altimeter Dynamic Customer Journey – TEMPLATE
Source Material: Mobile Customer Journey and Experience Design
https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722
Evaluation
Purchase
Consideration
Awareness
Customer
Loyalty
Advocacy
Customer
Experience
FORMULATION COMMERCE
POST-COMMERCE
PRE-COMMERCE
47
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Insert headline
Altimeter Dynamic Customer Journey – TEMPLATE ALTERNATE
FORMULATION COMMERCE
POST-COMMERCE
PRE-COMMERCE
Evaluation
Purchase
Consideration
Awareness
Customer
Loyalty
Source Material: Mobile Customer Journey and Experience Design
https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722
48
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Insert headline
Mobile Strategy Approach – TEMPLATE
Source Material: Mobile Strategy Primer
https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012
Discover new ways to interact with customers along
the Purchase Funnel
Seize new market opportunities
Make mobile platforms a key element in our omni-
channel marketing strategy
1
2
3
49
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Insert headline
Mobile Strategy Approach – TEMPLATE ALTERNATE
Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012
1
Discover new ways to interact with
customers along the Purchase Funnel
Seize new market opportunities
Make mobile platforms a key element in our
omni-channel marketing strategy
2
3
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text, filler text
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text, filler text
Source Material: Mobile Strategy Primer
https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
50
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Insert headline
BCG Purchase Funnel – TEMPLATE
Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012
 Filler text, filler text, filler text, filler text
 Filler text, filler text, filler text, filler text
 Filler text, filler text, filler text, filler text
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 Filler text, filler text, filler text, filler text
Awareness (Push)
Interest/information (Pull)
Purchase/
Experience
Loyalty
Recommendation
(Push)
Source Material: Mobile Strategy Primer
https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
51
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Insert headline
BCG Purchase Funnel – TEMPLATE ALTERNATE
Insert bumper.
Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012
Awareness (Push)
Interest/information (Pull)
Purchase/
Experience
Loyalty
Recommendation
(Push)
 Filler text, filler text, filler
text, filler text
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text, filler text
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text, filler text
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text, filler text
52
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Insert headline
RPA Benefit Areas – TEMPLATE
Source Material: Robotic Process Automation (RPA)
https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746
Improved Employee and
Customer Satisfaction
1
Accelerated Productivity
Gains
2
Enhanced Compliance
3
• Filler text, filler text, filler text,
filler text
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filler text
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filler text
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filler text
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filler text
53
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Insert headline
RPA Deployment Approach – TEMPLATE
Source: Robot Process Automation, Capgemini Consulting, 2016
1 2 3 4 5 6
DEFINE RPA PERIMETER
 Identify RPA eligible processes and activities
 For reach process, determine:
1. Is it ready for RPA?
2. Is there potential for RPA?
3. Has RPA potential, but needs to be
adjust first
CHOOSE THE APPROPRIATE RPA SOLUTION
 Choose whether you should:
1. Develop our own in-house solution
2. Buy a market solution with a proven track-
record
 Develop KPIs for productivity improvement
tracking
 Set up appropriate governance
 Study impacts on processes not in the
scope of RPA, but that might be affected
 Review our competency model
 Map the target organization
STUDY IMPACTS ON THE TARGET
OPERATING MODEL
Source Material: Robotic Process Automation (RPA)
https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746
OPTIMIZE EXISTING PROCESSES
 Seek performance improvement areas within
processes having RPA potential
 Get rid of redundancies and process
inefficiencies prior to RPA implementation
DEFINE THE REQUIRED SPAN OF CONTROL
 The desired relationship between our
virtual/RPA and human workforce
 Define the “man-to-machine ratio” we deem
appropriate for our organization
BUILD A DEPLOYMENT PLANNING
 Plan programming or solution
integration
 Plan change management actions
 Identify potential risks and build risk
mitigation planning
54
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Insert headline
Six Building Blocks of Digital Transformation – TEMPLATE
Source Material: Six Building Blocks of Digital Transformation
https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015
STRATEGY AND
INNOVATION
CUSTOMER DECISION
JOURNEY
ROBOTIC PROCESS
AUTOMATION (RPA)
ORGANIZATION
TECHNOLOGY
BIG DATA AND
ANALYTICS
2
1
3 4
5 6
Focus on future value
and drive fueled by
experimentation
Reinvented processes
and customer journeys
through automation and
agile processes
Deep analysis and
ethnographic research to
understand how and why
customers make decisions
Agile, flexible, and
collaborative processes and
capabilities that follow strategy
Usable and relevant customer
analytics tied to goals and
strategies
2-speed IT to support
core functions and rapid
development
55
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Insert headline
Six Building Blocks of Digital Transformation – TEMPLATE ALTERNATE
Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015
STRATEGY
AND
INNOVATION
CUSTOMER
DECISION
JOURNEY
ROBOTIC
PROCESS
AUTOMATION
ORGANIZATION
TECHNOLOGY BIG DATA
AND ANALYTICS
Source Material: Six Building Blocks of Digital Transformation
https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
56
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The Digital Striver
leverages the
advantages of digital
to compete in existing
markets an potentially
disrupt their own
business model.
An example would be
applying digital
technologies to
compete at lower
prices across more
channels at scale.
The Evolver takes
actions to defend and
exploit its current
competitive
advantages and
effective business
models.
The Market Matcher
leverages existing
assets to evolve its
operating model and
customer
relationships. It
focuses on building
capabilities to move
quickly into new
markets when they’ve
been identified.
The pure-play Digital
Disrupter, as the
name suggests,
enters new markets
and redefines the
rules of competition
through price,
experience, or
product by leveraging
emerging Digital
technologies.
The Ecosystem
Shaper define the
standards that govern
the competitive
ecosystem. This type
of organization
shapes entire Value
Chains.
EVOLVER
MARKET
MATCHER
DIGITAL
STRIVER
DIGITAL
DISRUPTER
ECOSYSTEM
SHAPER
Insert headline
5 Types of Digital Strategy – TEMPLATE
Source Material: Six Building Blocks of Digital Transformation
https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
57
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The Evolver takes actions to defend and exploit its current competitive advantages and effective business models.
The Market Matcher leverages existing assets to evolve its operating model and customer relationships.
It focuses on building capabilities to move quickly into new markets when they’ve been identified.
The Digital Striver leverages the advantages of digital to compete in existing markets an
potentially disrupt their own business model. An example would be applying digital
technologies to compete at lower prices across more channels at scale.
The pure-play Digital Disrupter, as the name suggests, enters new markets
and redefines the rules of competition through price, experience, or product
by leveraging emerging Digital technologies.
The Ecosystem Shaper define the standards that govern the
competitive ecosystem. This type of organization shapes
entire Value Chains.
EVOLVER
MARKET
MATCHER
DIGITAL
STRIVER
DIGITAL
DISRUPTER
ECOSYSTEM
SHAPER
Insert headline
5 Types of Digital Strategy – TEMPLATE ALTERNATE
Source Material: Six Building Blocks of Digital Transformation
https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
58
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R&D Purchasing Production
Marketing &
Sales
After Sales
Insert headline
Social Media Value Chain – TEMPLATE
Source Material: Social Media Management
https://flevy.com/browse/flevypro/social-media-management-2945
Source: Social Media Management, Oliver Wyman, 2013
• Filler text, filler text,
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filler text, filler text
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filler text, filler text
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filler text
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filler text, filler text,
filler text
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filler text, filler text
59
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Insert headline
Social Media Sophistication Levels – TEMPLATE
Source: Social Media Management, Oliver Wyman, 2013
 Social media decisions are largely
based on intuition and experience.
 Only little data exists on the success
of social media activities.
 There is no underlying plan for
communications via social media
platforms.
 The company has defined
guidelines on how to use and deal
with social media.
 Internal and/or external social
media data are available, but not
consolidated in a database.
 Sporadic reports on the success
of social media activities.
 Top management is not regularly
informed about the status of social
media activities.
 Social media activities comply with an
explicit social media strategy.
 Relevant data from internal and, if
appropriate, external sources are
consolidated in a consistent data
warehouse.
 User-friendly interfaces make data
warehouse analysis possible.
 Processes and results of social media
activities along the entire value chain
are measured.
 Communication channels and reporting
structures have been defined, ensuring
that all relevant parties are
comprehensively informed.
Best-in-class
Basic
Intuitive decisions and
weak processes
Data-based decisions
and strong processes
Source Material: Social Media Management
https://flevy.com/browse/flevypro/social-media-management-2945
60
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Insert headline
Social Media Management Framework – TEMPLATE
USAGE PERFORMANCE IMPACT
DEFINITION DERIVATION OPERATIONALIZATION
• Filler text, filler text,
filler text, filler text,
filler text
• Filler text, filler text,
filler text, filler text,
filler text
• Filler text, filler text,
filler text, filler text
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filler text, filler text
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filler text, filler text,
filler text
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filler text, filler text,
filler text
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filler text, filler text
• Filler text, filler text,
filler text, filler text
• Filler text, filler
text, filler text, filler
text, filler text
• Filler text, filler
text, filler text, filler
text, filler text
• Filler text, filler
text, filler text, filler
text, filler text
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text, filler text
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text, filler text
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text, filler text
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• Filler text, filler text, filler text, filler text
Source Material: Social Media Management
https://flevy.com/browse/flevypro/social-media-management-2945
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Our frameworks are based on the thought leadership of leading consulting firms, academics, and
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Learn implementation approaches to directly link core concepts to execution.
Digital Transformation is being embraced by organizations of
all sizes across most industries, as the role of technology
shifts from being a business enabler to a business driver.
In the Digital Age today, technology creates new
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Digital Transformation Stream
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To be competitive and sustain growth, we need to constantly
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In the Digital Age, advances in technology, communication,
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Thus, increasingly more organizations are seeking to invest
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Digital Transformation Templates.ppt

  • 1. This is an exclusive document to the FlevyPro community - http://flevy.com/pro PowerPoint Templates & Diagrams Digital Transformation Framework Templates Invest in Training 5 Use New Methods of Selecting Candidates 4 Develop a Well-planned Website 3 Communicate through Social Media 2 Get Acquainted with Digital Talent 1 Acquire Talent in Groups 6 Talent Planning Talent Retention 1 4 3 Talent Acquisition Talent Development 2 Organization
  • 2. 2 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Presentation Overview To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks. This is a compilation of business framework slides and templates related to established Digital Transformation models This document is a compilation of template and diagram slides of business frameworks related to Digital Transformation. The following frameworks are included: • Big Data Enablement Framework • Blockchain Series: Technology Overview and Examples • Capabilities Architecture Planning (CAP) • Customer Decision Journey and Social Media Strategy • Customer Experience • Digital Leadership • Digital Maturity Model • Digital Organizational Design • Digital Talent Lifecycle • Digital Transformation Strategy (Primer) • Digital Transformation: Value Creation & Analysis • Enterprise Architecture for Digital Strategy • Intelligent Process Automation (IPA) • Internet of Things (IoT) Decision Framework • Levers of IT Simplification • Mobile Customer Journey and Experience Design • Mobile Strategy Primer • Robotic Process Automation (RPA) • Six Building Blocks of Digital Transformation • Social Media Management
  • 3. 3 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Want to achieve Excellence in Digital Transformation? Become your organization’s resident expert on Digital Transformation by leveraging our best practice frameworks. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Learn implementation approaches to directly link core concepts to execution. Digital Transformation is being embraced by organizations of all sizes across most industries, as the role of technology shifts from being a business enabler to a business driver. In the Digital Age today, technology creates new opportunities and fundamentally transforms businesses in all aspects—operations, business models, strategies. It not only enables the business, but also drives its growth and can be a source of Competitive Advantage. Digital Transformation Stream https://flevy.com/browse/stream/digital-transformation Click Here
  • 4. 4 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Want to achieve Excellence in Innovation Management? Become your organization’s resident expert on Innovation Management by leveraging our best practice frameworks. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Learn implementation approaches to directly link core concepts to execution. To be competitive and sustain growth, we need to constantly innovate. Ironically, the more we grow, the harder it becomes to innovate. Large organizations are far better executors than they are innovators. To effectively manage the Innovation process, we need to master the art and science of Innovation. Adopt and adapt our best practices frameworks to help drive and manage Innovation. Innovation Management Stream https://flevy.com/browse/stream/innovation Click Here
  • 5. 5 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Want to achieve a Excellence in Customer-centric Design (CCD) Become your organization’s resident expert on Customer-centric Design (CCD) by leveraging our best practice frameworks. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Learn implementation approaches to directly link core concepts to execution. In the Digital Age, advances in technology, communication, data, and analytics have given rise to a more empowered global customer. Thus, increasingly more organizations are seeking to invest and focus on CCD. A clear understanding of customer needs and behaviors across the organization will help drive profitable growth strategies and provide the confidence to invest in opportunities, while remaining within tight budgets. Customer-centric Design Stream https://flevy.com/browse/stream/customer-centric-design Click Here
  • 6. 6 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Big Data Enablement Framework – TEMPLATE Source: Enabling Big Data, BCG, May 2014 Opportunities Build a culture of innovation and experimentation. Platform Leverage flexible, scalable, and efficient data systems. Participation Identify strategic partners that can help unlock new economic opportunities. Trust Establish trust among consumers to enable broad use of their data. Organization Develop capabilities to implement and leverage relevant data applications. Relationships Create an open culture to support partnering and the sharing of data. 3 Data Ecosystem 2 Data Engine 1 Data Usage Source material: Big Data Enablement Framework https://flevy.com/browse/flevypro/big-data-enablement-framework-2906
  • 7. 7 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Big Data Enablement Framework – TEMPLATE ALTERNATE Source: Enabling Big Data, BCG, May 2014 Platform Leverage flexible, scalable, and efficient data systems. Organization Develop capabilities to implement and leverage relevant data applications. Data Engine Opportunities Build a culture of innovation and experimentation. Trust Establish trust among consumers to enable broad use of their data. Data Usage Participation Identify strategic partners that can help unlock new economic opportunities. Relationships Create an open culture to support partnering and the sharing of data, Data Ecosystem 3 1 2 Source material: Big Data Enablement Framework https://flevy.com/browse/flevypro/big-data-enablement-framework-2906
  • 8. 8 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Blockchain Transaction Process – TEMPLATE Source Material: Blockchain Series – Technology Overview and Examples https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708 Source: Blockchain in Banking: A Measured Approach, Cognizant, 2016; Attribution: Icons designed by Eezy The transaction is added to an online transaction ledger encrypted with a digital security code. The code of the transaction is sent to a large network, where it is confirmed without compromising private information. This also eliminates the need for a central authority. Once a transaction is confirmed and validated by several parties, it exists on the ledger of each as a permanent and unchangeable record of the transaction. The transaction information is recorded and the transaction is completed. ENCRYPTION VALIDATION DISTRIBUTION  Text Text Text Text Text 
  • 9. 9 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Blockchain Transaction Example (Bitcoin) – TEMPLATE Dave owes June money for coffee. He installs an app on his smartphone to create a new Bitcoin wallet. A wallet app is like a mobile banking app and a wallet is like a bank account. To pay her, he needs two pieces of information: his private key and her public key. Dave receives June’s public key by scanning a QR code from her phone, or by having her email him the payment address (a hash string of numbers and letters). This app alerts Bitcoin miners around the world of the impending transaction, who provide transaction verification services. The miners verify that Dave has enough Bitcoin funds to make the payment. Many transactions occur in the network simultaneously. All the pending transactions in a given timeframe are grouped in a “block” for verification. The new block is put in the network, so that miners can verify if its transactions are legitimate. Verification is accomplished by computing cryptographic computations. When a miner solves the cryptographic problem, the discovery is broadcasted to the rest of the network. Attribution: Icons designed by Eezy Inc. 1 2 3 4 5 6 8 7 Source Material: Blockchain Series – Technology Overview and Examples https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
  • 10. 10 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro FINANCIAL Insert headline Blockchain Use Cases – TEMPLATE Source: Let’s Talk Payments NON-FINANCIAL Other Gold & silver Ride sharing Data Storage Gaming Currency exchange & remittance P2P transfers Trading platforms Spritzle MUNA PlayCoin Play Stellar Fundrs. org Cryptosigma BitnPlay App deve- lopment Blockchain in loT Network Infra- structure & APIs Reviews/ Endorsement Asimov Assembly ePlug BitHealth Follow my vote Digital Tangible Diamonds Real estate Smart Contracts Otonomos Marketplace MyPowers Digital Identity UniquID One name Authen- tication & Authorization Degree of Trust Everpass Digital Content/ documents, storage & delivery Bitproof Ascribe ArtPlus Source Material: Blockchain Series – Technology Overview and Examples https://flevy.com/browse/flevypro/blockchain-tech-overview-examples-2708
  • 11. 11 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Create a dedicated oversight team for the Transition Restructure the existing system Delineate a new capabilities system Pre-test the new system Scale up the successful Pilot results Insert headline CAP Implementation Process – TEMPLATE Source Material: Capabilities Architecture Planning (CAP) https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970 1 2 3 4 5 Source: Enterprise Architecture Planning 2.0, PwC, 2016
  • 12. 12 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Create a dedicated oversight team for the Transition Restructure the existing system Delineate a new capabilities system Pre-test the new system Scale up the successful Pilot results Insert headline CAP Implementation Process – TEMPLATE ALTERNATE 1 2 3 4 5 Source: Enterprise Architecture Planning 2.0, PwC, 2016 • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source Material: Capabilities Architecture Planning (CAP) https://flevy.com/browse/flevypro/capabilities-architecture-planning-cap-2970
  • 13. 13 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline McKinsey Customer Decision Journey – TEMPLATE Source Material: Customer Decision Journey and Social Media Strategy https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251 Initial Consideration Set Moment of Purchase Active Evaluation Post-purchase Experience 1 3 2 4 Ongoing exposure Source: Consumer Decision Journey, McKinsey & Co., 2009
  • 14. 14 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Brand Monitoring Crisis Management Referrals and Recommendations Brand Content Awareness Product Launches Targeted Deals and Offers Customer Service Fostering Communities Customer Input Brand Advocacy Initial Consideration Active Evaluation Moment of Purchase Post-purchase Experience Continuation of Evaluation Insert headline Social Media on Customer Decision Journey – TEMPLATE Source: Demystifying Social Media, McKinsey & Co., 2012 1 2 3 4 1. Monitor social channels for trends, insights 2. Respond to consumers’ comments 3. Amplify current positive activity and tone 4. Lead changes in behavior or sentiment Phases of Journey Source Material: Customer Decision Journey and Social Media Strategy https://flevy.com/browse/flevypro/customer-journey-social-media-strategy-2251
  • 15. 15 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Accenture Nonstop-Customer Experience Model – TEMPLATE Source: Digital Customer, 2103 Global Consumer Pulse Research, Accenture Source Material: Customer Experience https://flevy.com/browse/flevypro/customer-experience-2252 Promise Evaluate Delivery Discover Purchase Use Consider
  • 16. 16 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Leadership Core Actions – TEMPLATE Source Material: Digital Leadership https://flevy.com/browse/flevypro/digital-leadership-3190 Source: Digital Leadership, Deloitte, 2015 Keep Focused on Outcomes Set a Vision Clarify the Team Roles Advise, Don’t Dictate Make Roles Fluid
  • 17. 17 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Leadership Core Actions – TEMPLATE ALTERNATE Source: Digital Leadership, Deloitte, 2015 Keep Focused on Outcomes Set a Vision Clarify the Team Roles Advise, Don’t Dictate Make Roles Fluid • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text, filler text, filler text Source Material: Digital Leadership https://flevy.com/browse/flevypro/digital-leadership-3190
  • 18. 18 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Leadership Characteristics – TEMPLATE Source: Digital Leadership, Deloitte, 2015 Be Smart and Mobile Allow Failure to Happen Foster a Culture of Sharing and Model Values Leverage on “T-shaped” Talent to Create Diverse Teams Be Flexible, Adaptable, and Collaborative 1 3 5 7 9 Provide Interactive Feedback and Use Social Platforms to Engage Thrive on Working in a Networked Environment Create a Personal Following Drive Analytics-based Decision making 2 4 6 8 Source Material: Digital Leadership https://flevy.com/browse/flevypro/digital-leadership-3190
  • 19. 19 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Maturity Model – TEMPLATE Digital Maturity Strategic Value Initiate Optimize Automate Transform Improve 1 Radiate 2 Align 3 6 4 5 7 Crawl Walk Run Source: Digital Maturity Model 2.0, Sitecore, 2012 Source Material: Digital Maturity Model https://flevy.com/browse/flevypro/digital-maturity-model-2250
  • 20. 20 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Maturity Model Capabilities – TEMPLATE Digital Maturity Strategic Value Initiate 1 Radiate 2 Align 3 Transform 6 Optimize 4 Automate 5 Improve 7 Design (one size fits all) Real-time (Web) Analytics Traffic Acquisition (SEO, SEM) Email Marketing (basic) Design (responsive) Engagement Analytics Email Marketing (segmented) Content Distribution (multi-channel) Social (share) Sales Enablement (reporting) E-commerce (disconnected) Design (Device-aware) Predictive Analytics Traffic Acquisition (SEO & bid management) Email Marketing (automated) Content Distribution (cross-channel dialogue) Social (engage) Sales Enablement (CRM integration) E-commerce (integrated) Social (listen) Campaign Management Testing (A/B & MV) Profile Content & Visitors Campaign Attribution Community (integrated cross-channel) Testing (automated) Central Hub for Profiles Community (established) Personalization Recommendations Automation (basic) Machine Learning Adaptive Print Behavioral Targeting Automated Decision Big Data Predictions Data Lake Source Material: Digital Maturity Model https://flevy.com/browse/flevypro/digital-maturity-model-2250
  • 21. 21 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Types of Digital Organizations – TEMPLATE Source Material: Digital Organizational Design https://flevy.com/browse/flevypro/digital-organizational-design-3189 Source: The Structure of a Digital Enterprise, Deloitte, 2015 DIGITAL ORGANIZATIONS 1 2 4 3 The Tactical Model The Centralization Model The Business As Usual (BAU) Model The Champion Model
  • 22. 22 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 4 Types of Digital Organizations – TEMPLATE ALTERNATE Source: The Structure of a Digital Enterprise, Deloitte, 2015 DIGITAL ORGANIZATIONS The Tactical Model The Business As Usual (BAU) Model The Centralization Model The Champion Model 1 4 2 3 • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text • Insert filler text, filler text, filler text, filler text Source Material: Digital Organizational Design https://flevy.com/browse/flevypro/digital-organizational-design-3189
  • 23. 23 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Digital Operations 5 Organization and Talent 4 Products and Services 3 Insert headline 5 Areas of Evaluation (Digital Readiness) – TEMPLATE Customer Engagement 2 Strategy and Leadership 1 Source: The Structure of a Digital Enterprise, Deloitte, 2015 Insert filler text, filler text, filler text, filler text, filler text. Insert filler text, filler text, filler text, filler text, filler text. Insert filler text, filler text, filler text, filler text, filler text. Insert filler text, filler text, filler text, filler text, filler text. Insert filler text, filler text, filler text, filler text, filler text. Source Material: Digital Organizational Design https://flevy.com/browse/flevypro/digital-organizational-design-3189
  • 24. 24 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Talent Lifecycle – TEMPLATE Source Material: Digital Talent Lifecycle https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193 Source: Managing the Digital Talent Lifecycle, Deloitte, 2015 Organization Talent Planning Talent Acquisition Talent Retention Talent Development 1 2 4 3
  • 25. 25 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Talent Lifecycle – TEMPLATE ALTERNATE Source: Managing the Digital Talent Lifecycle, Deloitte, 2015 Organization 1 2 4 3 Talent Planning Talent Acquisition Talent Retention Talent Development Source Material: Digital Talent Lifecycle https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
  • 26. 26 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Talent Acquisition Key Actions – TEMPLATE Invest in Training 5 Use New Methods of Selecting Candidates 4 Develop a Well-planned Website 3 Communicate through Social Media 2 Get Acquainted with Digital Talent 1 Acquire Talent in Groups 6 Talent Planning Talent Retention 1 4 3 Talent Acquisition Talent Development 2 Organization KEY ACTIONS Source Material: Digital Talent Lifecycle https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
  • 27. 27 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Talent Development Key Actions – TEMPLATE Measure the Outputs 4 Learn from Digital Natives 3 Deliver Learning Digitally 2 Define the Employee Journey 1 Talent Planning 1 Talent Acquisition 2 Organization KEY ACTIONS Talent Retention 4 3 Talent Development Source Material: Digital Talent Lifecycle https://flevy.com/browse/flevypro/digital-talent-lifecycle-3193
  • 28. 28 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 6 Technology Trends – TEMPLATE Social Media Cloud Big Data & Analytics Internet of Things Mobility Cyber- security Digital Transformation Source Material: Digital Transformation Strategy (Primer) https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
  • 29. 29 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models Insert headline 8 Levers to Digital Transformation – TEMPLATE DIGITAL TRANSFORMATION GROWTH DRIVERS OPERATIONAL IMPROVEMENT Demand Generation Search & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization Agility New Business Models Business Driver Levers Business Enabler Levers 1 2 3 4 5 6 7 8 Source Material: Digital Transformation Strategy (Primer) https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
  • 30. 30 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 8 Levers to Digital Transformation – TEMPLATE ALTERNATE • Insert filler text, filler text, filler text, filler text. • Insert filler text, filler text, filler text, filler text. • Insert filler text, filler text, filler text, filler text. • Insert filler text, filler text, filler text, filler text. Demand Generation Reach & Selection Customer Purchase Process Customer Experience GROWTH DRIVERS Demand Generation Search & Selection Customer Purchase Process Customer Experience 1 2 3 4 Process Efficiency Asset Utilization New Business Models OPERATIONAL IMPROVEMENT Process Efficiency Asset Utilization Agility New Business Models 5 6 7 8 DIGITAL TRANSFORMATION Business Driver Levers Business Enabler Levers Source Material: Digital Transformation Strategy (Primer) https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
  • 31. 31 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Search & Selection Channels – TEMPLATE Search… Go SOCIAL DEVICE SEARCH WEBSITES Source Material: Digital Transformation Strategy (Primer) https://flevy.com/browse/flevypro/digital-transformation-strategy-primer-2253
  • 32. 32 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Sources of Digital Value – TEMPLATE Source Material: Digital Transformation - Value Creation & Analysis https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766 Source: Finding Your Digital Sweet Spot, McKinsey, 2013 Enhanced Connectivity Automation of Manual Tasks Improved Decision Making Product or Service Innovation 1 2 4 3
  • 33. 33 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Digital Value Chain Model – Template Source: Finding Your Digital Sweet Spot, McKinsey, 2013 Product & Service Innovation Customer Experience Enhanced Corporate Control Distribution, Marketing, & Sales Risk Optimization Digital Fulfillment Enhanced Connectivity Automation of Manual Tasks Improved Decision Making Product or Service Innovation • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source Material: Digital Transformation - Value Creation & Analysis https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
  • 34. 34 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Horizons of Digital Transformation – TEMPLATE Digital Norm Digital Storm Digital Form • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source Material: Digital Transformation - Value Creation & Analysis https://flevy.com/browse/flevypro/digital-transformation-value-creation-and-analysis-2766
  • 35. 35 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Enterprise Architecture Domains – TEMPLATE Strategy Performance Architecture Business Transformation / EA Roadmap Service / Application Architecture Infrastructure / Technical Architecture Business Architecture Information / Data Architecture Source Material: Enterprise Architecture for Digital Strategy https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647
  • 36. 36 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Enterprise Architecture for Digital Strategy – TEMPLATE Customer Architecture Market Architecture Information / Data Architecture Service / Application Architecture Brand Architecture Infrastructure / Technical Architecture Business Architecture Strategy Performance Architecture Business Transformation / EA Roadmap Source Material: Enterprise Architecture for Digital Strategy https://flevy.com/browse/flevypro/enterprise-architecture-for-digital-strategy-2647
  • 37. 37 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Fourth Industrial Revolution – TEMPLATE Source Material: Intelligent Process Automation (IPA) https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770 First Industrial Revolution Second Industrial Revolution Third Industrial Revolution Fourth Industrial Revolution We are here
  • 38. 38 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline 5 Core Technologies of IPA – TEMPLATE Source: Intelligent Process Automation: The Engine at the Core of the Next-generation Operating Model, McKinsey, 2017 Robotic Process Automation (RPA) Machine Learning (ML) & Advanced Analytics Smart Workflow Natural Language Generation (NLG) Cognitive Agents 1 2 3 4 5 Source Material: Intelligent Process Automation (IPA) https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770 • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text
  • 39. 39 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Operating Model Alignment IPA Portfolio Buildout Minimu m Viable Product (MVP) Develop ment Value Creation Capabilit ies Develop ment Change Manage ment IPA Transformation Process – TEMPLATE 1 2 3 4 5 6 Source Material: Intelligent Process Automation (IPA) https://flevy.com/browse/flevypro/intelligent-process-automation-ipa-2770 • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text, filler text • Insert filler text, filler text • Insert filler text, filler text • Insert filler text, filler text
  • 40. 40 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Internet of Things (IoT) Technology Stack – TEMPLATE Source Material: Internet of Things (IoT) Decision Framework https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922 Source: TechProductManagement, Elizalde, 2016 Device hardware Device Software Communications Cloud Platform Cloud Applications • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text
  • 41. 41 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Key Decision Areas – TEMPLATE Source: TechProductManagement, Elizalde, 2016 User Experience (UX) Data Security Technology Business Standards and Regulations 1 2 5 4 6 3 Source Material: Internet of Things (IoT) Decision Framework https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
  • 42. 42 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Decision Areas Insert headline IoT Decision Framework – TEMPLATE Source: TechProductManagement, Elizalde, 2016 Device Hardware Device Software Communi- cations Cloud Platform Cloud Applications The IoT Technology Stack UX Data Business Technology Security Standards & regulations 1 6 11 16 21 26 2 7 12 17 22 27 3 8 13 18 23 28 4 9 14 19 24 29 5 10 15 20 25 30 Source Material: Internet of Things (IoT) Decision Framework https://flevy.com/browse/flevypro/internet-of-things-iot-decision-framework-2922
  • 43. 43 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Complexity Causes, Patterns, and Levers – TEMPLATE Source Material: Levers of IT Simplification https://flevy.com/browse/flevypro/levers-of-it-simplification-2737 SELECT CAUSES FOR COMPLEXITY SIMPLIFY IT LEVERS DOMINANT COMPLEXITY PATTERNS Cause Simplified by Fast growth Incomplete post merger integration Low maturity of business-IT collaboration Continued cost pressures Data landscape complexity Business-IT governance and IT process complexity Application and IT- infrastructure landscape complexity Intelligent demand management Application and data simplification Infrastructure-technology- pattern reduction Simplified IT organization and an enabled IT workforce Effective governance and simplified processes Shared-services model and optimized sourcing
  • 44. 44 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Areas of IT Complexity / Levers of IT Simplification – TEMPLATE IT Demand Management IT Organization and Workforce Application and Data Landscape IT Location and Sourcing Setup IT Infrastructure IT Governance and Processes Source Material: Levers of IT Simplification https://flevy.com/browse/flevypro/levers-of-it-simplification-2737
  • 45. 45 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Areas of IT Complexity / Levers of IT Simplification – TEMPLATE ALTERNATE AREAS OF IT COMPLEXITY IT Location and Sourcing Setup Application and Data Landscape IT Demand Management IT Governance and Processes IT Infrastructure IT Organization and Workforce Source Material: Levers of IT Simplification https://flevy.com/browse/flevypro/levers-of-it-simplification-2737
  • 46. 46 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Altimeter Dynamic Customer Journey – TEMPLATE Source Material: Mobile Customer Journey and Experience Design https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722 Evaluation Purchase Consideration Awareness Customer Loyalty Advocacy Customer Experience FORMULATION COMMERCE POST-COMMERCE PRE-COMMERCE
  • 47. 47 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Altimeter Dynamic Customer Journey – TEMPLATE ALTERNATE FORMULATION COMMERCE POST-COMMERCE PRE-COMMERCE Evaluation Purchase Consideration Awareness Customer Loyalty Source Material: Mobile Customer Journey and Experience Design https://flevy.com/browse/flevypro/mobile-customer-journey-and-experience-design-2722
  • 48. 48 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Mobile Strategy Approach – TEMPLATE Source Material: Mobile Strategy Primer https://flevy.com/browse/flevypro/mobile-strategy-primer-2895 Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012 Discover new ways to interact with customers along the Purchase Funnel Seize new market opportunities Make mobile platforms a key element in our omni- channel marketing strategy 1 2 3
  • 49. 49 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Mobile Strategy Approach – TEMPLATE ALTERNATE Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012 1 Discover new ways to interact with customers along the Purchase Funnel Seize new market opportunities Make mobile platforms a key element in our omni-channel marketing strategy 2 3 • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source Material: Mobile Strategy Primer https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
  • 50. 50 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline BCG Purchase Funnel – TEMPLATE Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text Awareness (Push) Interest/information (Pull) Purchase/ Experience Loyalty Recommendation (Push) Source Material: Mobile Strategy Primer https://flevy.com/browse/flevypro/mobile-strategy-primer-2895
  • 51. 51 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline BCG Purchase Funnel – TEMPLATE ALTERNATE Insert bumper. Source: Multichannel 3.0: The Mobile Revolution, BCG, 2012 Awareness (Push) Interest/information (Pull) Purchase/ Experience Loyalty Recommendation (Push)  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text  Filler text, filler text, filler text, filler text
  • 52. 52 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline RPA Benefit Areas – TEMPLATE Source Material: Robotic Process Automation (RPA) https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746 Improved Employee and Customer Satisfaction 1 Accelerated Productivity Gains 2 Enhanced Compliance 3 • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text
  • 53. 53 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline RPA Deployment Approach – TEMPLATE Source: Robot Process Automation, Capgemini Consulting, 2016 1 2 3 4 5 6 DEFINE RPA PERIMETER  Identify RPA eligible processes and activities  For reach process, determine: 1. Is it ready for RPA? 2. Is there potential for RPA? 3. Has RPA potential, but needs to be adjust first CHOOSE THE APPROPRIATE RPA SOLUTION  Choose whether you should: 1. Develop our own in-house solution 2. Buy a market solution with a proven track- record  Develop KPIs for productivity improvement tracking  Set up appropriate governance  Study impacts on processes not in the scope of RPA, but that might be affected  Review our competency model  Map the target organization STUDY IMPACTS ON THE TARGET OPERATING MODEL Source Material: Robotic Process Automation (RPA) https://flevy.com/browse/flevypro/robotic-process-automation-rpa-2746 OPTIMIZE EXISTING PROCESSES  Seek performance improvement areas within processes having RPA potential  Get rid of redundancies and process inefficiencies prior to RPA implementation DEFINE THE REQUIRED SPAN OF CONTROL  The desired relationship between our virtual/RPA and human workforce  Define the “man-to-machine ratio” we deem appropriate for our organization BUILD A DEPLOYMENT PLANNING  Plan programming or solution integration  Plan change management actions  Identify potential risks and build risk mitigation planning
  • 54. 54 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Six Building Blocks of Digital Transformation – TEMPLATE Source Material: Six Building Blocks of Digital Transformation https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789 Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015 STRATEGY AND INNOVATION CUSTOMER DECISION JOURNEY ROBOTIC PROCESS AUTOMATION (RPA) ORGANIZATION TECHNOLOGY BIG DATA AND ANALYTICS 2 1 3 4 5 6 Focus on future value and drive fueled by experimentation Reinvented processes and customer journeys through automation and agile processes Deep analysis and ethnographic research to understand how and why customers make decisions Agile, flexible, and collaborative processes and capabilities that follow strategy Usable and relevant customer analytics tied to goals and strategies 2-speed IT to support core functions and rapid development
  • 55. 55 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Six Building Blocks of Digital Transformation – TEMPLATE ALTERNATE Source: Six Building Blocks for Creating a High-performing Digital Enterprise, McKinsey, 2015 STRATEGY AND INNOVATION CUSTOMER DECISION JOURNEY ROBOTIC PROCESS AUTOMATION ORGANIZATION TECHNOLOGY BIG DATA AND ANALYTICS Source Material: Six Building Blocks of Digital Transformation https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
  • 56. 56 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro The Digital Striver leverages the advantages of digital to compete in existing markets an potentially disrupt their own business model. An example would be applying digital technologies to compete at lower prices across more channels at scale. The Evolver takes actions to defend and exploit its current competitive advantages and effective business models. The Market Matcher leverages existing assets to evolve its operating model and customer relationships. It focuses on building capabilities to move quickly into new markets when they’ve been identified. The pure-play Digital Disrupter, as the name suggests, enters new markets and redefines the rules of competition through price, experience, or product by leveraging emerging Digital technologies. The Ecosystem Shaper define the standards that govern the competitive ecosystem. This type of organization shapes entire Value Chains. EVOLVER MARKET MATCHER DIGITAL STRIVER DIGITAL DISRUPTER ECOSYSTEM SHAPER Insert headline 5 Types of Digital Strategy – TEMPLATE Source Material: Six Building Blocks of Digital Transformation https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
  • 57. 57 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro The Evolver takes actions to defend and exploit its current competitive advantages and effective business models. The Market Matcher leverages existing assets to evolve its operating model and customer relationships. It focuses on building capabilities to move quickly into new markets when they’ve been identified. The Digital Striver leverages the advantages of digital to compete in existing markets an potentially disrupt their own business model. An example would be applying digital technologies to compete at lower prices across more channels at scale. The pure-play Digital Disrupter, as the name suggests, enters new markets and redefines the rules of competition through price, experience, or product by leveraging emerging Digital technologies. The Ecosystem Shaper define the standards that govern the competitive ecosystem. This type of organization shapes entire Value Chains. EVOLVER MARKET MATCHER DIGITAL STRIVER DIGITAL DISRUPTER ECOSYSTEM SHAPER Insert headline 5 Types of Digital Strategy – TEMPLATE ALTERNATE Source Material: Six Building Blocks of Digital Transformation https://flevy.com/browse/flevypro/six-building-blocks-of-digital-transformation-2789
  • 58. 58 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro R&D Purchasing Production Marketing & Sales After Sales Insert headline Social Media Value Chain – TEMPLATE Source Material: Social Media Management https://flevy.com/browse/flevypro/social-media-management-2945 Source: Social Media Management, Oliver Wyman, 2013 • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text
  • 59. 59 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Social Media Sophistication Levels – TEMPLATE Source: Social Media Management, Oliver Wyman, 2013  Social media decisions are largely based on intuition and experience.  Only little data exists on the success of social media activities.  There is no underlying plan for communications via social media platforms.  The company has defined guidelines on how to use and deal with social media.  Internal and/or external social media data are available, but not consolidated in a database.  Sporadic reports on the success of social media activities.  Top management is not regularly informed about the status of social media activities.  Social media activities comply with an explicit social media strategy.  Relevant data from internal and, if appropriate, external sources are consolidated in a consistent data warehouse.  User-friendly interfaces make data warehouse analysis possible.  Processes and results of social media activities along the entire value chain are measured.  Communication channels and reporting structures have been defined, ensuring that all relevant parties are comprehensively informed. Best-in-class Basic Intuitive decisions and weak processes Data-based decisions and strong processes Source Material: Social Media Management https://flevy.com/browse/flevypro/social-media-management-2945
  • 60. 60 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Social Media Management Framework – TEMPLATE USAGE PERFORMANCE IMPACT DEFINITION DERIVATION OPERATIONALIZATION • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text, filler text • Filler text, filler text, filler text, filler text Source Material: Social Media Management https://flevy.com/browse/flevypro/social-media-management-2945
  • 61. 61 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Want to achieve Excellence in Digital Transformation? Become your organization’s resident expert on Digital Transformation by leveraging our best practice frameworks. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Learn implementation approaches to directly link core concepts to execution. Digital Transformation is being embraced by organizations of all sizes across most industries, as the role of technology shifts from being a business enabler to a business driver. In the Digital Age today, technology creates new opportunities and fundamentally transforms businesses in all aspects—operations, business models, strategies. It not only enables the business, but also drives its growth and can be a source of Competitive Advantage. Digital Transformation Stream https://flevy.com/browse/stream/digital-transformation
  • 62. 62 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Want to achieve Excellence in Innovation Management? Become your organization’s resident expert on Innovation Management by leveraging our best practice frameworks. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Learn implementation approaches to directly link core concepts to execution. To be competitive and sustain growth, we need to constantly innovate. Ironically, the more we grow, the harder it becomes to innovate. Large organizations are far better executors than they are innovators. To effectively manage the Innovation process, we need to master the art and science of Innovation. Adopt and adapt our best practices frameworks to help drive and manage Innovation. Innovation Management Stream https://flevy.com/browse/stream/innovation
  • 63. 63 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Want to achieve a Excellence in Customer-centric Design (CCD) Become your organization’s resident expert on Customer-centric Design (CCD) by leveraging our best practice frameworks. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Learn implementation approaches to directly link core concepts to execution. In the Digital Age, advances in technology, communication, data, and analytics have given rise to a more empowered global customer. Thus, increasingly more organizations are seeking to invest and focus on CCD. A clear understanding of customer needs and behaviors across the organization will help drive profitable growth strategies and provide the confidence to invest in opportunities, while remaining within tight budgets. Customer-centric Design Stream https://flevy.com/browse/stream/customer-centric-design Click Here
  • 64. 64 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Download 100s of similar frameworks from the FlevyPro Library: https://flevy.com/pro/library/frameworks
  • 65. 65 This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Need more frameworks? Download our Complete Business Frameworks Reference Guide, a 350+ slide compilation of 50+ frameworks, on Flevy The Complete Business Frameworks Reference Guide is a best selling document on Flevy. It is 350+ slides--covering 50+ common management consulting frameworks and methodologies. A summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance. This reference guide is great for those who need a refresher on common frameworks, as well as be introduced and learn new useful frameworks. You can find this document here: http://flevy.com/browse/business-document/complete- consulting-frameworks-toolkit-644
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