The Digital Enterprise - Alfresco Summit Keynote 2014John Newton
US Fed Reserve says that productivity growth been declining in the 21st Century and IT has not necessarily been the solution. In Europe, growth has stalled completely and economies are facing the prospect of deflation. Business and operational models from the 20th Century no longer scale as we face exponential growth in information, activity and connections. We no longer give workers the scope or space to get work done. Waste and ad hoc process are killing us. We must reorganise how the company works and the way we do work. We must eliminate the waste of unnecessary paperwork, busy work and communication by digitising, automating and measuring that work into a Digital Enterprise. We must allow The Digital Enterprise will integrate information, processes, work and people to collaborate more efficiently and effectively to produce more valuable products and services.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
The Digital Enterprise Shift: Why it matters, and how you can avoid being sid...MWD Advisors
This is a summary of a free analysis report that's available at www.mwdadvisors.com/digitalenterprise
We constantly hear industry commentators talk about cloud computing, social business, mobile computing, big data or analytics. We also hear talk about how customers’ expectations are changing and how businesses need to deliver more joined-up, high-quality customer experiences. Often not explained, though, is how all these things are connected – and why the big change vectors driving everything are creating new business-technology capability requirements for enterprises. A shift to a new ‘Digital Enterprise’ operating model, which takes a ‘digital first’ approach to building, improving, linking and managing business capabilities wherever they may be, is happening. Digital Enterprises are fundamentally more economically efficient than others. You can see this as an opportunity or a threat; but you can’t ignore it.
WHAT IS DIGITAL TRANSFORMATION?
“Digital transformation is an ongoing process of changing the way we do business. It is an investment in skills, tools, technologies and IT infrastructure. Digital transformation is a cultural shift integrating people, technology and business together.”
-Devansh
What is digital transformation?
What is Business transformation?
Use case scenario in logistics
Challenges in digital transformation and how to over come
Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020David Terrar
My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.
The Digital Enterprise - Alfresco Summit Keynote 2014John Newton
US Fed Reserve says that productivity growth been declining in the 21st Century and IT has not necessarily been the solution. In Europe, growth has stalled completely and economies are facing the prospect of deflation. Business and operational models from the 20th Century no longer scale as we face exponential growth in information, activity and connections. We no longer give workers the scope or space to get work done. Waste and ad hoc process are killing us. We must reorganise how the company works and the way we do work. We must eliminate the waste of unnecessary paperwork, busy work and communication by digitising, automating and measuring that work into a Digital Enterprise. We must allow The Digital Enterprise will integrate information, processes, work and people to collaborate more efficiently and effectively to produce more valuable products and services.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
The Digital Enterprise Shift: Why it matters, and how you can avoid being sid...MWD Advisors
This is a summary of a free analysis report that's available at www.mwdadvisors.com/digitalenterprise
We constantly hear industry commentators talk about cloud computing, social business, mobile computing, big data or analytics. We also hear talk about how customers’ expectations are changing and how businesses need to deliver more joined-up, high-quality customer experiences. Often not explained, though, is how all these things are connected – and why the big change vectors driving everything are creating new business-technology capability requirements for enterprises. A shift to a new ‘Digital Enterprise’ operating model, which takes a ‘digital first’ approach to building, improving, linking and managing business capabilities wherever they may be, is happening. Digital Enterprises are fundamentally more economically efficient than others. You can see this as an opportunity or a threat; but you can’t ignore it.
WHAT IS DIGITAL TRANSFORMATION?
“Digital transformation is an ongoing process of changing the way we do business. It is an investment in skills, tools, technologies and IT infrastructure. Digital transformation is a cultural shift integrating people, technology and business together.”
-Devansh
What is digital transformation?
What is Business transformation?
Use case scenario in logistics
Challenges in digital transformation and how to over come
Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020David Terrar
My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.
The year 2016, will see many organizations and enterprises rapidly moving towards adoption of the digitalization and digital business.
This presentation highlights what would be the top 10 trends and directions that enterprises will increasingly adopt to ensure superior customer experiences, competitive advantage and/or IT optimization for improved services and cost takeout.
What is the Marketing?
What is Digital transformation means?
What is Digital Transformation for Marketing?
Understanding Digital Transformation
What are the Benefits of Digital Transformation?
Why is transformation needed now?
The first step towards transformation
The 5-step approach to digital marketing transformation
The value of digital Transformation for Marketing
The exciting implications for marketing transformation in an ever-evolving digital world
How digital transformation can revolutionize marketing
The role of digital transformation in driving customer experience
5 Big Fundamentals of Digital Marketing Transformation
The digital marketing transformation challenge
7 Roadblocks to Digital Marketing Transformation
Your 2019 Digital Marketing Transformation Strategy
Digital transformation trends are hot topics. But what does it actually mean?
It’s the process of transforming an organization’s business model, infrastructure, and work culture to fully exploit opportunities created by digital technologies.
For traditional businesses, the digital transformation journey is not easy. It’s a long, complicated, and sometimes painful process.
The challenge is that these businesses have a lot to lose if they fail to adapt.
But the rewards are worth the effort.
In this article, we shall explore the trends and challenges of the digital transformation of traditional businesses. That will help you see how it might affect your company.
Read the full article here: https://tinyl.io/528e
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
What is Digital Transformation | Digital Transformation Myths and Trends 2018hakuna matata solutions
If you want to lead your organization through digital transformation, the first step is understanding the realities of digital transformation. In this SlideShare we use excerpts from a few, prestigious industry reports/white papers to dispel a few myths.
The term Digital Transformation is everywhere. Whether it's thrust upon our employees or communicated to us by Thought Leaders. But what does it all mean? Our Slideshare covers your basic guide to understanding the term.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
Business Transformation Best Practices Summit in ParisRafael Lemaitre
A 3 days workshop and best practice exchange.
Benchmarking tour 20 to 22 September 2016, Paris.
Day 1: Digital Transformation
Day 2: Digital Innovation
Day 3: Strategy Execution
The year 2016, will see many organizations and enterprises rapidly moving towards adoption of the digitalization and digital business.
This presentation highlights what would be the top 10 trends and directions that enterprises will increasingly adopt to ensure superior customer experiences, competitive advantage and/or IT optimization for improved services and cost takeout.
What is the Marketing?
What is Digital transformation means?
What is Digital Transformation for Marketing?
Understanding Digital Transformation
What are the Benefits of Digital Transformation?
Why is transformation needed now?
The first step towards transformation
The 5-step approach to digital marketing transformation
The value of digital Transformation for Marketing
The exciting implications for marketing transformation in an ever-evolving digital world
How digital transformation can revolutionize marketing
The role of digital transformation in driving customer experience
5 Big Fundamentals of Digital Marketing Transformation
The digital marketing transformation challenge
7 Roadblocks to Digital Marketing Transformation
Your 2019 Digital Marketing Transformation Strategy
Digital transformation trends are hot topics. But what does it actually mean?
It’s the process of transforming an organization’s business model, infrastructure, and work culture to fully exploit opportunities created by digital technologies.
For traditional businesses, the digital transformation journey is not easy. It’s a long, complicated, and sometimes painful process.
The challenge is that these businesses have a lot to lose if they fail to adapt.
But the rewards are worth the effort.
In this article, we shall explore the trends and challenges of the digital transformation of traditional businesses. That will help you see how it might affect your company.
Read the full article here: https://tinyl.io/528e
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
What is Digital Transformation | Digital Transformation Myths and Trends 2018hakuna matata solutions
If you want to lead your organization through digital transformation, the first step is understanding the realities of digital transformation. In this SlideShare we use excerpts from a few, prestigious industry reports/white papers to dispel a few myths.
The term Digital Transformation is everywhere. Whether it's thrust upon our employees or communicated to us by Thought Leaders. But what does it all mean? Our Slideshare covers your basic guide to understanding the term.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
Business Transformation Best Practices Summit in ParisRafael Lemaitre
A 3 days workshop and best practice exchange.
Benchmarking tour 20 to 22 September 2016, Paris.
Day 1: Digital Transformation
Day 2: Digital Innovation
Day 3: Strategy Execution
Digital transformation masterclass june 2016Scopernia
How do you deal with digital transformation in your organization? These are the hand-outs of the masterclass that Jo Caudron is giving. Jo is co-author of the best-selling book on the topic http://www.digitaltransformationbook.com.
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Sparktivity Digital Transformation JumpstartKate Thompson
From the making of things to the making of ideas, all industries and all sectors are now being swept by the rising tide of digital disruption. It's changing the game for everyone, and it's creating a new landscape where only those agile companies will survive. If you’re not embracing these changes and using technology to your best advantage, someone else will.
In this webinar, you'll learn how to jumpstart organizational change. We'll share our proven blueprint for Discovery, and some techniques to activate your team and win back the time you need to get started.
We've analyzed tons of disruptive players when we were writing our book on Digital Transformation. We discovered 7 similarities and call them "The 7 Metaphors of Digital Disruption". We saw that all the disruptors score high on these drivers of transformation while traditional players have trouble with these metaphors. The new players are attacking you on every level.
How can you defend your business from these new players in your market? You should learn how they operate and try to implement (elements of) the business models of disruptive companies.
We've made a presentation that guides you through ten business models of hyper disruptors that we found inspiring. We hope you do too. Please let us know your thoughts about it!
Many corporations recognize their future depends on digital transformation. Earley Information Science outlines the 4 step process for building a roadmap to transformation.
A lecture focusing on how to create a solid and differentiated digital roadmap.
• How to plan for changing consumer expectations
• How to approach digital strategy planning
• What a social media maturity model looks like and how to apply it to your own roadmap efforts.
The business value of consumer analytics and big data is not just about what you can discover or infer about the consumer, but how you can use this insight promptly and effectively across multiple touchpoints (including e-Commerce systems and CRM) to create a powerful and truly personalized consumer experience.
For most organizations, mobilizing this kind of intelligence raises organizational challenges as well as technical ones.
This presentation reveals how some leading companies are starting to address these challenges, and describes the vital role of enterprise architecture in supporting such initiatives.
Struggling with getting executive buy-in or demonstrating how & why Yammer could be useful for your organization, regardless of which version of SharePoint you are using? Then this session is for you! This fast moving presentation will balance quick wins with longer term aspirations. You’ll learn how to adjust the approach for different sets of stakeholders and have a framework to show how these qualitative and quantitative approaches come together.
Lean Startup Basics - Evidence Based EntrepreneurshipKelly Schwedland
Introduction and overview to the lean process for startups. An evidence based approach to validate early hypothesis and develop a solid Business Model before launch. Involving Customer Development, Hypothesis testing, Minimum Viable Product, (MVP) to get to Product/ Market fit and ultimately A replicable scalable business model. This simple but disciplined approach takes the guess work out of taking an idea and turning it into a viable company.
Based on Eric Reis, Steve Blank and Alex Osterwald's work with Lean Startup, Lean launchpad, customer development and Business Model Canvas. Now in practice by multiple Incubators, Accelerators, Universities and now the National Science Foundation through ICorp to validate business ideas with before investing.
An introduction to the heart, mind, and soul of Product Management: Customer Obsession, Metrics, and Product Sense. Presented at Product School Bellevue.
Organisational principles for digital collaboration - keynote at Enterprise 2...David Terrar
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
Freedom & Functionality – A Startup Approach to Open Source & Innovation for ...Mindtrek
Track | The Future of Open Source Business
Mikko Lampi, Chief Business Development Officer, Metatavu
Mindtrek Conference
3rd of October 2023.
Tampere, Finland
www.mindtrek.org
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdfProduct School
Main takeaways:
- Gain a deeper understanding of the purpose of a business model from a Product Manager's point of view.
- Learn how the organization's business model fits into its product operations.
- How to continuously deliver and capture value by keeping the business model top of mind
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Business Valuation Principles for EntrepreneursBen Wann
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
11. Impact on Organizations
- Transparency
- Experimentation
- Segmenting groups
- Supports automated decision
making
- Enabling new business models,
products
15. Digital Affects Processes,Enterprises &
Transactions
• Mobile Access
• Social Engagement
• Sensors & Wearable Devices
• Digital Financial Models and Transactions
• Connected Devices
• Digital Content Management
16. Then - Now
Then: Old fashioned, proprietary POS system.
Now: Tablet + Square Reader
17. Then - Now
Then: Yard Sales/Flea Markets
Now: Etsy, Pinterest, eBay, etc.
18. Then - Now
Then: Mass Manufacturing
Now: Personalized, Customized,
On-Demand
19. Then - Now
Then: Bake Sales, Flyers, Car-Washes
Now: Kickstarter, kiva.org, Causes
20. Then - Now
Then: Slow, Bureaucratic, Restrictive
Now: Fast, Custom, Varied
21. Then - Now
Then: Job-Fairs, Campus Recruitment, Word-of-
mouth
Now: LinkedIn, Klout, Social Relevance, Personal
Brand
22. Then - Now
Then: Classrooms, Lectures, Reading Materials
Now: Coursera, Khan Academy, Udacity Online,
Certification, Anyone/Anywhere/Anytime
23. Then - Now
Then: Taxis, Minicabs, Limousines
Now: Uber, Lyft, SideCar
24. Then - Now
Then: Hotels, Vacation Swap
Now: AirBnB, Couchsurfing, OneFineStay
28. New Processes
• “Code fast and break things”
• “Perpetually in Beta”
• “Release early, release often”
• “If you are not truly embarrassed by
your product, you waited far too long
to release it”
29. Iterative Refinement
• Start with an initial model
(hypothesis or idea.)
• Collect data from the field. (Show
users prototypes or basic
schematics.)
• Measure users empathetic
response.
• Adjust model so that it more
adequately fits the measured data
(meets the users needs.)
• Repeat the process until no further
refinement is possible.
30. Appeal to the Head & the Heart
Business Objectives vs. User Needs
32. Digital Decision-Making
•System 1: Fast, automatic, frequent, emotional,
stereotypic, subconscious
•System 2: Slow, effortful, infrequent, logical,
calculating, conscious
“Thinking, Fast & Slow” Daniel Kahneman
33. How the Mind Decides What to Do
• Most of the time, we’re not consciously
deciding what to do next.
• We often act based on habits. They can
be created, but are hard to defeat.
• We often make intuitive, immediate
decisions based on our past experiences.
• When consciously thinking, we often
avoid hard work. We “wing it” with
rough guesses based on similar, but
simpler, problems.
• We follow other people, especially peers
and experts.
38. Challenges to Enterprises
• Who will the next customer be?
• What will they want?
• How can they be motivated to
become long-lasting?
39. The Lean Start-Up (LSU) Model
Lean StartUp: A temporary organization designed to find
a repeatable, scalable business model under conditions of
extreme uncertainty
40. The History of the Lean Start-Up
• Founded by Steve Blank (Customer
Development; Repeatable Business
Model Hypothesis; Rapid Experimental
Design)
• Expanded by Eric Ries (Minimum
Viable Product (MVP); The Pivot)
• Assisted by Alex Osterwalder (The
Business Model Canvas)
41. How the LSU Benefits Enterprises
• Extreme uncertainty also
occurs at large enterprises
• Existing Lines of Business
(LoBs) often require new
business models
• Discovering new revenue
opportunities requires
innovation
42. The Business Model Canvas
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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43. LSU Methodology
• Test Hypotheses: Run high-speed
experiments with rapid prototyping
to validate/discard hypotheses.
• Explore: Interviews, Observations,
Re-enactment. Use Design Thinking to
relate to customer’s emotional state.
• Pitch: Present an idea as if it were a
finished product. Get buy-in from all
stakeholders.
• Prototype & Test: Launch product
as unique brand. Spin-out. Isolate in
a test-market.
44. Summary: LSU Model
• Create a business model canvas
for each opportunity in portfolio
• Check which ones show evidence
for customer segment, value
proposition, etc.
• Use LSU model to validate these
projects
• If none validate, pivot to another
hypothesis/opportunity
45. Digital Enterprise Examples
• Burberry: Connected in-store experience
• Nike: Customer Engagement
• Volvo: Digital CRM
• Harrah’s: Location-based marketing
• Starbucks: Mobile payments, loyalty points, incentives
• Virgin America: Twitter-based customer service
• L’Oreal: Customer engagement channels
• Intel: Recruiting via Social Media
• P&G: Improved productivity and enterprise
innovation
55. Digital Transformation
1. Social, Mobile & Real-Time are causing
significant disruption
2. Digital Transformation is becoming a priority
for organizations
3. Digital Transformation is driven largely by
customer behavior
4. Digital Transformation is based on 3 key
elements: leadership, optimizing customer
experience, and a digital experience ‘swat
team’
56. Transforming the Enterprise
Digital Maturity
Assesment
Digital Strategy
Digital Program
Management
Digital ‘Fabric’
Gap Analysis
Experience &
Engagement
Digital Foundation
Transformation
Framework
Business Case(s) Digital Business Models Digital Architecture Digital Asset Maturity
Competitive Threat ‘Mobile-first’ impact
Program Execution &
Management
Hyper-connected, multi-
model access
Assess Strategize Execute Transform
57. Enterprise Challenges
• Departments act as their own fiefdoms.
• Managers act from a position of self-
preservation.
• Distribution of roles in customer journey.
• Budgets/resources not officially allocated.
• Educating the enterprise of the value of the
transformation is difficult.
58. Key Elements to Digital Transformation
• Vision & Leadership
• Digital Transformation Team
• Digital Customer Experience
59. Vision & Leadership
ROLE OF CHANGE AGENT
In the absence of digital leadership,
change agents must rise from within the
enterprise, unite with each other, and
partner with executives to collaborate for
change.
UPDATED VISION
For digital transformation to mean
something to all involved, a vision
must be clearly articulated to
explain why change is needed,
what it looks like, and its value to
customers and employees.
EXEC SUPPORT
Strategists must make the case
and create a sense of urgency
to gain executive sponsorship
and support.
60. Digital Transformation Team
CENTER OF
EXCELLENCE
It’s necessary to form a cross-
functional group tasked with
redesigning and optimizing the
customer experience, including
roles, responsibilities and projects.
ORGANIZATIONAL
STRUCTURE
Digital expertise may not be common
throughout the organization, but it
should be sought. The goal should be to
organize a qualified team of strategists
who can educate key stakeholders.
IT PARTNERSHIP
A strategic alliance between
IT and marketing will
streamline and help scale
digital transformation efforts.
61. Digital Customer Experience
CxO FOCUS
Companies must rethink
the entire customer
journey and experience.
INNOVATION
CULTURE
Journey mapping
often leads to
unplanned products or
services that reflect
actual customer needs
and behaviors.
DATA
INTEGRATION
New roles are needed to
analyze data, connect it to
lines of business, and
present it in actionable
ways.
COLLABORATION
Journey mapping should
lead to insights into which
departments need to work
more closely together.
64. Work 2.0 - The Digital Enterprise
• View boundaries not as edges but as
areas of overlap
• Enable employees to see the impact of
their work
• Design for culture: Link culture to
brand
• Maintain identity in a distributed
world
• Adhere to core principles while
adopting to changing conditions
Purpose
Mastery
Autonomy
66. From Work to Network
• Microtasking/Crowdsourcing:
Disintermediating work from the
enterprise
• Open Innovation: Involving
ecosystem in new inventions
and products
• Generativity: Creation of
completely new products or
processes from existing systems
67. Management 2.0
• Coordinating communities of practice will require new
forms of managerial skills (data analytics, efficiency)
• Managers will need to manage cooperation,
competition and conflict simultaneously
• Data will be critical for decision making, risk assessment,
and developing new products
• Instinct, gut-feeling and tacit knowledge can still uncover
patterns and insights that data analytics might overlook
71. Five Stages of Behavior Design
• Understand: How the employee decides to act
• Discover: The right behavior to change, given your goal
• Design: The process to bind to a specific behavior
• Refine: Measure impact & success based on careful
measurement and analysis
• Iterate: Cycle through this process until the desired
behavior becomes habit-forming
73. Constructing the Environment
• Help employees see themselves as people who would
naturally take the action.
• Help employees build strong associations between
things they are already familiar with and enjoy, and
the new action.
• Provide employees with clear instructions on what they
need to do and any other essential information to act.
75. Optimizing Behavior Change
• Ensure employees are motivated to act, and that
motivation is at the front of their minds.
• Ensure they are cued to act now. (Ask them.)
• Ensure they know if they are succeeding or failing—give
them actionable feedback.
• Avoid or co-opt behaviors that are competing for their
attention. (Ideally, piggyback onto something they are
already doing.)