@NigelFenwick© 2017 FORRESTER. REPRODUCTION PROHIBITED.
@NigelFenwick© 2017 FORRESTER. REPRODUCTION PROHIBITED.
AppD Summit Europe
What You Need To Know To Be An Effective
Digital Leader
Nigel Fenwick, Vice President, Principal Analyst, Forrester Research
AppD Summit Europe
@NigelFenwick© 2017 FORRESTER. REPRODUCTION PROHIBITED.
What You Need To Know
To Be An Effective Digital Leader
Nigel Fenwick, Vice President, Principal Analyst
May, 2017
@NigelFenwick5© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Source: Starwood Hotels & Resorts
New experiences
change our
expectations and
impact our future
value perceptions
© 2017 Forrester Research, Inc. Reproduction Prohibited
@NigelFenwick6© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Experiences must deliver desired outcomes to create
value
Experiences
Shape
expectations
Outcomes
Shape value
perception
@NigelFenwick7© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Experiences
continuously
evolve …
… causing
expectations
to rise
Source: Forrester Research @NigelFenwick
Experience
Expectation
Perceived Value
The Digital Dilemma
As expectations rise, without changes in experience, perceived value decreases.
@NigelFenwick9© 2017 Forrester Research, Inc. Reproduction Prohibited
Solving the digital dilemma
demands a fundamental shift
in how a firm delivers value
& drives revenue
@NigelFenwick10© 2017 FORRESTER. REPRODUCTION PROHIBITED.
We need to design
new digital experiences to satisfy desires
Old:
inside-out
New
outside-in
Digital prey Digital predator
@NigelFenwick11© 2017 FORRESTER. REPRODUCTION PROHIBITED.
What Is The Role Of A Digital Leader
In 2017 And Beyond?
@NigelFenwick12© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Reporting lines are not critical
Source: Organize Your People For Digital Success – A 2017 Forrester Report
@NigelFenwick13© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Many companies follow the money
Source: Organize Your People For Digital Success – A 2017 Forrester Report. Base 237 Executives in companies with more than 249 employees. “Digital revenue”
teams are responsible for revenue directly from digital products and services. Forrester/Odgers Berndtson Digital Business Online Survey.
@NigelFenwick14© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Digital is increasingly falling under the tech
leadership role
@NigelFenwick15© 2017 Forrester Research, Inc. Reproduction Prohibited
What skills will I need?
@NigelFenwick16© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Digital
leadership
skills
@NigelFenwick17© 2017 Forrester Research, Inc. Reproduction Prohibited
What skills will my team need?
@NigelFenwick18© 2017 FORRESTER. REPRODUCTION PROHIBITED.
The emerging
digital skills gap
@NigelFenwick19© 2017 FORRESTER. REPRODUCTION PROHIBITED.
The Six Principles Of Successful
Digital Leadership
@NigelFenwick20© 2017 Forrester Research, Inc. Reproduction Prohibited
Embrace Holistic Experiences
That Transcend Touchpoints
1
Empowered customers expect
personalized experiences
tailored to their moment of need
@NigelFenwick22© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Journey Experience
touch points
Discover
Get Support
Buy
Use
Evaluate
Digital/Phone/Inperson
Systemsofengagement
Middleware
Systemsofrecord
Supporting Technology Stack
Use journey mapping to uncover gaps that create
sub-standard experiences and outcomes
@NigelFenwick23© 2017 Forrester Research, Inc. Reproduction Prohibited
Research
cars on
tablet
Build Custom
configuration
Test
drive
Compare
models in
showroom
Place
order
Pickup
car
Join
car
club
Share
photos
Configure
Settings in
app
Upgrade
Learn
features in
VR
Service
Design A Holistic Experience
@NigelFenwick24© 2017 FORRESTER. REPRODUCTION PROHIBITED.
0 16 804021 30 6555
Angst
College
Family
Crisis
Grandchildren
Freedom
Remember: Desires Evolve
@NigelFenwick25© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Deliver outcomes through
personalized experiences
@NigelFenwick26© 2017 Forrester Research, Inc. Reproduction Prohibited
Become Insights Driven
2
@NigelFenwick27© 2017 Forrester Research, Inc. Reproduction Prohibited
Source: DuPont Pioneer
@NigelFenwick28© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Sensors
↳Data
↳Analytics
↳AI / ML
↳Insights
↳Outcomes
↳Perceived $
↳Revenue
Emerging Digital Tech Allows Better Outcome
Delivery
@NigelFenwick29© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Image source: cerzus69.deviantart.com
› Outcomes: What
are the best
outcomes that will
satisfy my
customer’s
desires?
Identify The Outcomes That Satisfy Desires
@NigelFenwick30© 2016 Forrester Research, Inc. Reproduction Prohibited
Scale experiences with AI/ML
Real-time analytics
and machine
learning directed at
helping customers
satisfy desired
outcomes
@NigelFenwick31© 2017 Forrester Research, Inc. Reproduction Prohibited
Invest In
Business Agility
3
@NigelFenwick32© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Source: The December 2, 2015 “Unleash Your Digital Predator”
Digital businesses shift from linear
value chains . . .
. . . to nimble API enabled
value ecosystems
@NigelFenwick33© 2017 FORRESTER. REPRODUCTION PROHIBITED.
* Approximation based on client engagements. Results vary by company and industry.
Simplify, Simplify, Simplify
›10% of business
capabilities differentiate*
›90% of business
capabilities are common
across the industry*
@NigelFenwick34© 2017 Forrester Research, Inc. Reproduction Prohibited
Redesign The Organization
From Siloed To Connected
4
@NigelFenwick35© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Replace old business silos with dynamic teams
Account
mgmt
Design/CX
Consulting
Appdev&SI
Infrastructure
Siloed model:
too slow and
uncoordinated
Specialized
services
Customers’ want
outcomes
regardless of silos
Customer
segments/
desires
Persona model:
clusters of experts
focus on outcome
delivery
@NigelFenwick36© 2017 FORRESTER. REPRODUCTION PROHIBITED.
To change
culture:
Look at what
your metrics
communicate
Source: “The Key Success Factors Of Digital Business Strategy, 2016” Forrester Report
@NigelFenwick37© 2017 FORRESTER. REPRODUCTION PROHIBITED.
To change
culture:
Look at what
your metrics
communicate
Source: “The Key Success Factors Of Digital Business Strategy, 2016” Forrester Report
Source: “The Key Success Factors Of Digital Business Strategy, 2016” Forrester Report
@NigelFenwick39© 2017 Forrester Research, Inc. Reproduction Prohibited
Fuel Customer-Led Innovation
5
@NigelFenwick40© 2017 Forrester Research, Inc. Reproduction Prohibited
Source: Microsoft
Incubate Emerging
Technologies
Keeping up with
customer expectations
will be a major driver of
tech investment
@NigelFenwick41© 2017 Forrester Research, Inc. Reproduction Prohibited
Source: Rebekka Minkoff
Focus on rapid experimentation
Engineer your
business model to
constantly evolve
with a plug & play
tech architecture
@NigelFenwick42© 2017 Forrester Research, Inc. Reproduction Prohibited
Deliver Customer Outcomes
(avoid the pit of doom)
6
@NigelFenwick43© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Beware of setting
expectations
beyond operational
capabilities
Do the new experiences
deliver outcomes easier,
faster?
Do existing business
operations support the
smooth delivery of the
outcomes?
@NigelFenwick44© 2016 Forrester Research, Inc. Reproduction Prohibited
Design Holistic
Experiences
Become
Insights Driven
Create
Business
Agility
Move From
Siloed To
Connected
Fuel Customer
Led Innovation
Deliver
Customer
Outcomes
Apply These Six Principles Of
Successful Digital Leadership
To Every Initiative
@NigelFenwick45© 2017 FORRESTER. REPRODUCTION PROHIBITED.
What to do next depends on where you’re starting …
Starting out Already on your way Advanced
Map your customer’s
journeys
Identify new ecosystem
partners
Adopt blue-sky thinking
to deliver outcomes
Identify pain points -
save customer time
Data insights create
customer value
Incubate disruptive
startups
Identify operational
gaps
Automate operations Develop new business
models
Measure: Touchpoint
satisfaction,
operational agility
Measure: Journey
satisfaction,
operational productivity
Measure: Lifetime
customer value,
revenue growth
@NigelFenwick46© 2017 Forrester Research, Inc. Reproduction Prohibited
Continue to
develop your digital DNA
to design experiences
that deliver outcomes
which satisfy desires.
@NigelFenwick
FORRESTER.COM
Thank you
© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Nigel Fenwick
Twitter: @NigelFenwick
http://bit.ly/nigelblog

Forrester Research: How To Organise Your Business For Digital Success - AppD Summit Europe

  • 1.
    @NigelFenwick© 2017 FORRESTER.REPRODUCTION PROHIBITED.
  • 2.
    @NigelFenwick© 2017 FORRESTER.REPRODUCTION PROHIBITED.
  • 3.
    AppD Summit Europe WhatYou Need To Know To Be An Effective Digital Leader Nigel Fenwick, Vice President, Principal Analyst, Forrester Research AppD Summit Europe
  • 4.
    @NigelFenwick© 2017 FORRESTER.REPRODUCTION PROHIBITED. What You Need To Know To Be An Effective Digital Leader Nigel Fenwick, Vice President, Principal Analyst May, 2017
  • 5.
    @NigelFenwick5© 2017 FORRESTER.REPRODUCTION PROHIBITED. Source: Starwood Hotels & Resorts New experiences change our expectations and impact our future value perceptions © 2017 Forrester Research, Inc. Reproduction Prohibited
  • 6.
    @NigelFenwick6© 2017 FORRESTER.REPRODUCTION PROHIBITED. Experiences must deliver desired outcomes to create value Experiences Shape expectations Outcomes Shape value perception
  • 7.
    @NigelFenwick7© 2017 FORRESTER.REPRODUCTION PROHIBITED. Experiences continuously evolve … … causing expectations to rise
  • 8.
    Source: Forrester Research@NigelFenwick Experience Expectation Perceived Value The Digital Dilemma As expectations rise, without changes in experience, perceived value decreases.
  • 9.
    @NigelFenwick9© 2017 ForresterResearch, Inc. Reproduction Prohibited Solving the digital dilemma demands a fundamental shift in how a firm delivers value & drives revenue
  • 10.
    @NigelFenwick10© 2017 FORRESTER.REPRODUCTION PROHIBITED. We need to design new digital experiences to satisfy desires Old: inside-out New outside-in Digital prey Digital predator
  • 11.
    @NigelFenwick11© 2017 FORRESTER.REPRODUCTION PROHIBITED. What Is The Role Of A Digital Leader In 2017 And Beyond?
  • 12.
    @NigelFenwick12© 2017 FORRESTER.REPRODUCTION PROHIBITED. Reporting lines are not critical Source: Organize Your People For Digital Success – A 2017 Forrester Report
  • 13.
    @NigelFenwick13© 2017 FORRESTER.REPRODUCTION PROHIBITED. Many companies follow the money Source: Organize Your People For Digital Success – A 2017 Forrester Report. Base 237 Executives in companies with more than 249 employees. “Digital revenue” teams are responsible for revenue directly from digital products and services. Forrester/Odgers Berndtson Digital Business Online Survey.
  • 14.
    @NigelFenwick14© 2017 FORRESTER.REPRODUCTION PROHIBITED. Digital is increasingly falling under the tech leadership role
  • 15.
    @NigelFenwick15© 2017 ForresterResearch, Inc. Reproduction Prohibited What skills will I need?
  • 16.
    @NigelFenwick16© 2017 FORRESTER.REPRODUCTION PROHIBITED. Digital leadership skills
  • 17.
    @NigelFenwick17© 2017 ForresterResearch, Inc. Reproduction Prohibited What skills will my team need?
  • 18.
    @NigelFenwick18© 2017 FORRESTER.REPRODUCTION PROHIBITED. The emerging digital skills gap
  • 19.
    @NigelFenwick19© 2017 FORRESTER.REPRODUCTION PROHIBITED. The Six Principles Of Successful Digital Leadership
  • 20.
    @NigelFenwick20© 2017 ForresterResearch, Inc. Reproduction Prohibited Embrace Holistic Experiences That Transcend Touchpoints 1
  • 21.
    Empowered customers expect personalizedexperiences tailored to their moment of need
  • 22.
    @NigelFenwick22© 2017 FORRESTER.REPRODUCTION PROHIBITED. Journey Experience touch points Discover Get Support Buy Use Evaluate Digital/Phone/Inperson Systemsofengagement Middleware Systemsofrecord Supporting Technology Stack Use journey mapping to uncover gaps that create sub-standard experiences and outcomes
  • 23.
    @NigelFenwick23© 2017 ForresterResearch, Inc. Reproduction Prohibited Research cars on tablet Build Custom configuration Test drive Compare models in showroom Place order Pickup car Join car club Share photos Configure Settings in app Upgrade Learn features in VR Service Design A Holistic Experience
  • 24.
    @NigelFenwick24© 2017 FORRESTER.REPRODUCTION PROHIBITED. 0 16 804021 30 6555 Angst College Family Crisis Grandchildren Freedom Remember: Desires Evolve
  • 25.
    @NigelFenwick25© 2017 FORRESTER.REPRODUCTION PROHIBITED. Deliver outcomes through personalized experiences
  • 26.
    @NigelFenwick26© 2017 ForresterResearch, Inc. Reproduction Prohibited Become Insights Driven 2
  • 27.
    @NigelFenwick27© 2017 ForresterResearch, Inc. Reproduction Prohibited Source: DuPont Pioneer
  • 28.
    @NigelFenwick28© 2017 FORRESTER.REPRODUCTION PROHIBITED. Sensors ↳Data ↳Analytics ↳AI / ML ↳Insights ↳Outcomes ↳Perceived $ ↳Revenue Emerging Digital Tech Allows Better Outcome Delivery
  • 29.
    @NigelFenwick29© 2017 FORRESTER.REPRODUCTION PROHIBITED. Image source: cerzus69.deviantart.com › Outcomes: What are the best outcomes that will satisfy my customer’s desires? Identify The Outcomes That Satisfy Desires
  • 30.
    @NigelFenwick30© 2016 ForresterResearch, Inc. Reproduction Prohibited Scale experiences with AI/ML Real-time analytics and machine learning directed at helping customers satisfy desired outcomes
  • 31.
    @NigelFenwick31© 2017 ForresterResearch, Inc. Reproduction Prohibited Invest In Business Agility 3
  • 32.
    @NigelFenwick32© 2017 FORRESTER.REPRODUCTION PROHIBITED. Source: The December 2, 2015 “Unleash Your Digital Predator” Digital businesses shift from linear value chains . . . . . . to nimble API enabled value ecosystems
  • 33.
    @NigelFenwick33© 2017 FORRESTER.REPRODUCTION PROHIBITED. * Approximation based on client engagements. Results vary by company and industry. Simplify, Simplify, Simplify ›10% of business capabilities differentiate* ›90% of business capabilities are common across the industry*
  • 34.
    @NigelFenwick34© 2017 ForresterResearch, Inc. Reproduction Prohibited Redesign The Organization From Siloed To Connected 4
  • 35.
    @NigelFenwick35© 2017 FORRESTER.REPRODUCTION PROHIBITED. Replace old business silos with dynamic teams Account mgmt Design/CX Consulting Appdev&SI Infrastructure Siloed model: too slow and uncoordinated Specialized services Customers’ want outcomes regardless of silos Customer segments/ desires Persona model: clusters of experts focus on outcome delivery
  • 36.
    @NigelFenwick36© 2017 FORRESTER.REPRODUCTION PROHIBITED. To change culture: Look at what your metrics communicate Source: “The Key Success Factors Of Digital Business Strategy, 2016” Forrester Report
  • 37.
    @NigelFenwick37© 2017 FORRESTER.REPRODUCTION PROHIBITED. To change culture: Look at what your metrics communicate Source: “The Key Success Factors Of Digital Business Strategy, 2016” Forrester Report
  • 38.
    Source: “The KeySuccess Factors Of Digital Business Strategy, 2016” Forrester Report
  • 39.
    @NigelFenwick39© 2017 ForresterResearch, Inc. Reproduction Prohibited Fuel Customer-Led Innovation 5
  • 40.
    @NigelFenwick40© 2017 ForresterResearch, Inc. Reproduction Prohibited Source: Microsoft Incubate Emerging Technologies Keeping up with customer expectations will be a major driver of tech investment
  • 41.
    @NigelFenwick41© 2017 ForresterResearch, Inc. Reproduction Prohibited Source: Rebekka Minkoff Focus on rapid experimentation Engineer your business model to constantly evolve with a plug & play tech architecture
  • 42.
    @NigelFenwick42© 2017 ForresterResearch, Inc. Reproduction Prohibited Deliver Customer Outcomes (avoid the pit of doom) 6
  • 43.
    @NigelFenwick43© 2017 FORRESTER.REPRODUCTION PROHIBITED. Beware of setting expectations beyond operational capabilities Do the new experiences deliver outcomes easier, faster? Do existing business operations support the smooth delivery of the outcomes?
  • 44.
    @NigelFenwick44© 2016 ForresterResearch, Inc. Reproduction Prohibited Design Holistic Experiences Become Insights Driven Create Business Agility Move From Siloed To Connected Fuel Customer Led Innovation Deliver Customer Outcomes Apply These Six Principles Of Successful Digital Leadership To Every Initiative
  • 45.
    @NigelFenwick45© 2017 FORRESTER.REPRODUCTION PROHIBITED. What to do next depends on where you’re starting … Starting out Already on your way Advanced Map your customer’s journeys Identify new ecosystem partners Adopt blue-sky thinking to deliver outcomes Identify pain points - save customer time Data insights create customer value Incubate disruptive startups Identify operational gaps Automate operations Develop new business models Measure: Touchpoint satisfaction, operational agility Measure: Journey satisfaction, operational productivity Measure: Lifetime customer value, revenue growth
  • 46.
    @NigelFenwick46© 2017 ForresterResearch, Inc. Reproduction Prohibited Continue to develop your digital DNA to design experiences that deliver outcomes which satisfy desires.
  • 47.
    @NigelFenwick FORRESTER.COM Thank you © 2017FORRESTER. REPRODUCTION PROHIBITED. Nigel Fenwick Twitter: @NigelFenwick http://bit.ly/nigelblog

Editor's Notes

  • #5 Length of session – 50 minutes in total 11.—am to 11:50 10 Q&U 40 mins presentation Focus on six rules and info on skills
  • #6 Image source: Starwood Hotels & Resorts (http://www.starwoodhotels.com/)
  • #23 Touchpoint – not marginal Failure can appear between touchpoints
  • #25 http://orig14.deviantart.net/4fc8/f/2009/220/9/6/the_one_ring_by_todd587.jpg
  • #30 http://orig00.deviantart.net/5986/f/2011/131/6/0/smeagol_wip2_by_cerzus69-d2na32u.png
  • #31 And digital businesses learn to scale great customer experience by building trusted machines. Rolls Royce makes aircraft engines for many of the airlines around the world. They used to sell engines to airlines and supply parts and service. But the advent of digital technology changed the way they thought about their business. By adding sensors to their engines and establishing a way to collect and analyze the data from engines in flight around the world, they were able to detect small changes in engine performance from one flight to the next. Rolls Royce created automated systems that would make recommendations for engine maintenance for ground maintenance crew before the aircraft lands. This allowed Rolls Royce to shift their business model toward selling hours of propulsion instead of engines. The service recommendations trusted machine improves the experience for airlines, who are able to keep their planes in the air and not in the hangar.
  • #41 Source: Microsoft
  • #42 Rerbekka Minkoff
  • #44 http://petugee.deviantart.com/art/Lord-of-the-Rings-Smeagol-409561645
  • #48 DO NOT CHANGE