The advent of modern technologies like IoT, mobility and analytics has fundamentally changed the way enterprises work Zinnov explores some unique examples that capture this paradigm shift.

1. WORKING SESSION:
RECRUITMENT BEST PRACTICES
MAY 2014
Enterprise Digital Workflows
Your journey to becoming a digital native

2. The advent of modern technologies like
IoT, mobility and analytics has
fundamentally changed the way
enterprises work
Zinnov explores some unique examples
that capture this paradigm shift
2

3. Disney’s USD 1 Bn
investment leverages
modern technologies,
data and wearables to
re-invent the Disney
Magic
3

4. Disney World Customer Experience – 1971 to 2014
1 2 3 4 5
Booking
In-person Tickets;
Limited e-Ticketing; No
Itinerary Planning
Access
Paper stubs; Separate
Cards / Keys; Lots of
walking
Rides
Long wait-times &
queues; Difficult to go
multiple times
Shows / Characters
Long wait times; Find the
characters you want to
meet
Restaurants / Other
Attractions
Long wait times; Friction
in payments; Time
wastage
4

5. Disney World Customer Experience – 2014 & Beyond
1 2 3 4 5
Booking
Booking through
MyDisneyExperience
website / apps;
Automated &
personalised itinerary for
every customer
Access
Swipe MagicBand to
access park, hotel,
travel, everything
Rides
Enable FastPass via
MagicBand to skip
queues; ride multiple
times with a simple wave
of your hand
Shows / Characters
Characters find you &
greet you – highly
personalized experience
– like magic
Restaurants / Other
Attractions
Swipe MagicBand for
frictionless payments;
waitstaff locates you via
MagicBand signals –
your food finds you
5

6. Technology enabled hyper-
personalization has pushed
the envelope on customer
engagement – truly
delivering ‘magical’
experiences
Higher Customer
Engagement
Supply chain analytics has
helped Disney do more
with less – resource
optimization is at an all
time high
Higher Operational
Efficiency
Customer intelligence and
wearable based payments
have helped Disney more
merchandize – opened up
more cross-sell / up-sell
channels
New Revenue Streams
6

7. Valued at more than 72% of The
Fortune 500 – Uber is leading a
technology led disruption of the
Taxi industry – it’s technology
platform and real-time analytics is
delivering more for both the rider
and the driver
7

8. Hailing
Customer has to approach the
cab
Sparse availability & frequent
denial of service
Cab comes to customer using
GPS
Uber uses demand forecasting
& differential pricing to
maintain availability
Payments
Primarily cash based – high
friction
Tedious because of tipping
Seamless payment through
credit card / e-wallet
Completely frictionless
Quality
Customer has no view of driver
quality
Lose background check of
drivers
Peer-review rating system
gives empowers consumer
Comprehensive, data driven &
automated background check
system for drivers
8

9. Uber’s technology
platform gives it the
economies of scale
– which means
cheaper cabs for
the customer
Demand forecasting
and demand heat
mapping makes
driving an Uber up-
to 20-30% more
profitable for drivers
Ratings system has
made Uber more
useful for the
customers as well
as the drivers
Uber’s success has
disrupted adjacent
industries like rental
cars and last mile
logistics
Lower Prices
Higher Driver
Revenue
Better Quality
Adjacent
Disruptions
9

10. Apart from building an all electric fleet, Tesla is leveraging
IoT and modern technologies to fundamentally change the
way the auto industry works
10

11. 11
Vs. Product
Design
Safety Checks
Performance
Tuning
Collects customers’ usage
trends for product design
via interviews & Test drives
Manual Process, Limited
data samples
Collects Usage patterns/
habits over the air from their
existing cars
Automatic process, huge
data pool, accurate product
upgrades
Monitors the functioning of
critical parts of the vehicle
continuously
In case of a failing part, it
notifies the user in advance
to schedule a maintenance
Tesla fixed the same issue through
a remote Over the air software
update process for 29,000 cars
Updates happen overnight at no
extra cost to company – Hassle free
process leads to happy customers
Fire accidents in GM & Tesla cars
due to overheating led to recall
GM recalls 370,000 cars to its
dealership centres for manual
software update – Long,
cumbersome, costly process
Faulty parts are identified
only in the case of failure or
during regular car-services

12. Modern technologies, through digital
natives and early adopters, have
transformed traditional workflows of
enterprises into digital workflows
A digital enterprise is nothing but a
network of these digital workflows
12

13. 13
Despite the pressing need, traditional enterprises loosely collaborated across functions
The Traditional Siloed Enterprise
Concept
Development
Market
Study
Refinement
Process
Prioritization
Resource
Availability
Turnaround
Management
Resource
Utilization
Demand
Forecasting
Inventory
Tracking
Data Security
Knowledge
Sharing
Promotions
Customer
Intelligence
SegmentationTreatment
Lack of technology platforms that enabled cross functional synergies made the traditional
enterprise siloed – workflows loosely networked outside their functional area
Product
Design
Testing
Root cause
Analysis
Distribution
Network
Optimization
Employee
Engagement
Risk
Assessment
Monitor
Targeting

14. 14
Modern technologies - IoT, Mobile, Analytics, Social, Cloud & others – have transformed
traditional workflows & have enabled organizations to become networks of digital workflows

15. 15

16. 16
Digitized Pre-Booking
Workflow
Disney’s digital booking workflow feeds
enough data to its systems to be used
for effective planning, inventory
management and resource
optimization
Cost Optimization
Booking data helps in curbing wastage of resources
related to costumes, props, etc.
Artist Management – Less becomes More
Disney has cut down on empty shows – booking data
helps in optimizing on-demand scheduling

17. 17
Riders rate drivers;
drivers rate riders
Uber’s two way rating system
gives valuable data which is used
by other workflows to drive cross
organizational benefits and
efficiencies
Creditworthiness of Passengers
Rating data helps Uber manage the rider related risks
(like payments) effectively
Ride Quality
Rating system data helps in weeding out quality issues
with rides, cars, etc.

18. 18
Bringing objectivity and data
science to HR
Google’s focus on designing metrics for measuring
traditionally subjective areas like leadership, potential, etc.
create and feed invaluable data which helps it to manage
people operations
An Algorithm for Attrition
Google has created specific metrics which help it to predict
which employee are attrition risks – these metrics use people
analytics and employee engagement data
Quantifying the Value of People
Google’s employee behaviour data has given birth to new
metrics and models for measuring the value of its top
performers – this helps them in fine-tuning retention

19. 19
The Connected
Whiskey Bottle –
Johnnie Walker Blue
Label
Enhanced Customer Engagement
NFC tags on the label tell customers about new recipes
and other information regarding the blend, date etc.
Inventory Tracking and Quality Check
The connected bottle also helps Diageo track and
manage its inventory – solving various quality issues

20. 20
Going Digital:
Where do you start?
Successfully leveraging the power of
modern technologies, digital workflows
and migrating to the digital enterprise is a
function of prioritization coupled with
effective execution
30

21. 21
Prioritization is key
Zinnov has identified key areas to
start off with for each vertical.
Further, our prioritization framework
can help your company identify
which workflows to digitize first for
maximum benefit and impact
31

22. 22
Attack priority matrix for different verticals; Organizations need to attack different functional
areas with varying priority depending upon their industry vertical
High Medium Low
Customer
Targeting &
Engagement
Workforce &
Partner
Collaboration
Operational
Excellence
Supply Chain
Optimization
Risk
Management
Products &
Services
Retail
Media &
Entertainment
Travel &
Hospitality
BFSI
Telecom
Healthcare
Energy &
Utilities

23. Long Term
Priority
Medium Term
Priority
Immediate
Priority
23
Workflow prioritization framework for each individual functional area:
BusinessImpact Ease of ImplementationLow High
Low
HighCalculating Business Impact
1. Return on Investment: Top-line /
Bottom-line Improvements
2. Customer Base: Scale and pace of
growth enabled by given workflow
3. Customer Experience: Increase in
customer satisfaction / overall
improvement in experience
4. Business Risk Assessment
Calculating Ease of Implementation
1. Talent: Availability of the right talent / ease of bringing in talent
2. Technology: Usefulness of existing infra / tech investment required
3. Organization: Stakeholder buy-in / Ease of restructuring / ease of
realignment of roles etc.

24. 24
Critical enablers for setting up an Enterprise Digital Lab
• Introduce Digital Roles
• Hire and Acqui-hire
Digital talent
• Foster product
development
capabilities
• Implement Distributed
Agile
• Implement a Scaled
Agile Framework
• Implement Multi-Speed
IT
• Introduce modern
technologies & tools
Establish partnerships
with:
• New age tech cos
• Service Providers
with Digital DNA
• New age startups
• Universities
People Processes Technology
Ecosystem
Connect

25. 25
Zinnov’s comprehensive study
on building a digital organization
by implementing initiatives like
the Digital Lab should come in
handy as your company gears
up to go Digital

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