The document discusses the accelerating pace of digital transformation and disruption across industries. It notes that digital transformation requires more than just a new user interface, but re-engineering organizations to engage customers in new ways through new business models and technologies. Industries that don't adapt risk becoming obsolete, so companies must develop a digital mindset and capabilities to survive. The key is responding quickly through experimentation, agility, and embracing new platforms and business models before competitors do.

3. The dynamics of digital
transformation
Fast is not fast enough
Jeroen Derynck
Business Transformation Architect
jderynck@salesforce.com

4. FAST IS NOT FAST ENOUGH

5. USER EXPERIENCE
SPEED
PRICE
CONVENIENCE
MOBILE
TRUST
customers demand

6. WAVES OF DIGITAL DISRUPTION
1995+
MUSIC
PHOTOGRAPHY
VIDEO RENTAL
…
2005+
PRINT MEDIA
TV
TRAVEL
REAL-ESTATE
HR
…
2015+
FINANCE
HEALTHCARE
AUTOMOTIVE
RETAIL
EDUCATION
TELCO
…
2020+
ALL SAFE HAVENS
WILL BE SUBJECT
TO DIGITAL
DISRUPTION
…
digitaltransformationbook.com

7. uk.businessinsider.com/ex-barclays-boss-anthony-jenkins-on-fintech-and-bankings-uber-moment-2015-11

8. Software is eating the world
ON DEMAND
ECONOMY
THE APP ECONOMY IS NOW
BIGGER THAN HOLLYWOOD
http://fortune.com/2015/01/22/the-age-of-unicorns/

9. DIGITAL TRANSFORMATION IS MORE THAN A
PRETTY USER INTERFACE… IT IS RE-ENGINEERING
THE VERY FOUNDATIONS OF YOUR
ORGANISATION IN ORDER TO ENGAGE WITH
YOUR CUSTOMERS IN COMPLETELY NEW WAYS
VIA NEW BUSINESS MODELS AND CLEVER
USAGE OF DIGITAL TECHNOLOGIES
WHAT EXACTLY IS DIGITAL TRANSFORMATION?
@THETHINKINGAPE

10. PLATFORM ECONOMY

11. WHAT AIRBNB,
UBER, AMAZON,
ALIBABA, … HAVE
IN COMMON
NETWORK ORCHESTRATORS IN
THE SHARING ECONOMY

12. Most current game changers are not based on
high-tech.
They are based on a better way to solve a basic
problem, using simple and relevant technology, to
actually improve peoples lives…

13. A [ P ] P I F I C A T I O N

14. THESE TURBOCHARGED PLATFORMS,
BOOSTED BY OTHER TURBOCHARGED
PLATFORMS, ARE MARCHING AROUND
THE GLOBE, TRAMPLING BOTH
TRADITIONAL BUSINESSES AND OLDER
PLATFORMS. NO BUSINESS IS SAFE IN THE
PATH OF THIS MOST RECENT GALE OF
CREATIVE DESTRUCTION
https://hbr.org/2016/05/the-best-digital-companies-are-set-up-to-never-stop-innovating

15. ALL
ENTERPRISES
WILL BE
TECHNOLOGY
COMPANIES
BY 2020

16. TO GET SOME GLORY
YOU HAVE TO BE BOLD

17. IN ORDER TO FIGHT BACK, THE LEADERSHIP
TEAM MUST HAVE A DIGITAL-FIRST MINDSET.
THERE IS A DIRECT RELATIONSHIP BETWEEN
THE DIGITAL IQ OF YOUR BOARD AND THE
CHANCE THAT YOUR ORGANISATION WILL
STILL BE IN BUSINESS BY 2020
JEROEN DERYNCK

18. “we’ll be fine…”
famous last words

19. - WORKING CAPITAL / TOTAL ASSETS: COMPANIES WITH A LOW OR NEGATIVE SCORE
HERE WILL STRUGGLE TO PAY BILLS ON TIME
- RETAINED EARNINGS / TOTAL ASSETS: COMPANIES THAT RELY ON LARGE
AMOUNTS OF DEBT AND BORROWING RECEIVE A LOW OR NEGATIVE SCORE HERE
- EARNINGS BEFORE INTEREST & TAXES (EBIT) / TOTAL ASSETS: COMPANIES THAT
BRING IN A SMALL AMOUNT OF REVENUE RELATIVE TO THEIR SIZE RECEIVE LOW OR
NEGATIVE SCORES
- BOOK VALUE OF EQUITY / TOTAL LIABILITIES: A LOW OR NEGATIVE RATIO HERE
INDICATES THAT THE COMPANY MAY BE USING DEBT TO FINANCE GROWTH, WHICH
CAN OFTEN LEAD TO BANKRUPTCY
THE ALTMAN Z-SCORE: AT RISK OF BANKRUPTCY
FORMULA TO CALCULATE WHETHER YOUR COMPANY IS AT RISK

20. WHAT ARE YOUR OPTIONS?
outside our
comfort zone
LOW MOTIVATION TO RESPOND HIGH
LOWABILITYTORESPONDHIGH
- ATTACK THE
DISRUPTION
- EMBRACE INNOVATION
& SCALE UP
- ADAPT & SEPARATE
- ADOPT & KEEP
INTERNAL
- ATTACK
- FOCUS ON YOUR
OWN BUSINESS
- IGNORE THE
INNOVATION
- FOCUS ON YOUR
OWN BUSINESS

21. WHERE DO YOU WANT
TO BE WITHIN 5 YEARS?

22. A NEW GENERATION OF BUSINESS
LEADERS WITH THE RIGHT SET OF
CAPABILITIES TO HELP YOUR
ORGANISATION EMBED DIGITAL INTO
THE FABRIC OF BUSINESSCHIEF DIGITAL OFFICER
CHIEF DATA OFFICER
CHIEF EXPERIENCE OFFICER
THE NEW ROCKSTARS

23. CLOUD ECOSYSTEMPLATFORM CONNECTORSCLOUD
THE ELASTIC ECONOMY RULES

24. CEO
VISION
CMO
MARKET
CIO
TECHNOLOGY
COO
PEOPLE
PARTNERSHIPSBUSINESS MODELS EXPERIMENTATIONTRANSFORMATION
IOT, BIG DATA, SECURITY, ECOMMERCE, API, …
CDO
DIGITAL
THE NEW PLAYBOOK

25. FUELLED BY RELENTLESS TECHNOLOGICAL
INNOVATION, ACCELERATED CONNECTIVITY
CREATES AN EVER INCREASING RATE OF
CHANGE
AS THE PACE OF CHANGE
ACCELERATES, THE CHALLENGES
YOU FACE ARE BECOMING LESS
AND LESS PREDICTABLE. THE
PRACTICES THAT WERE SO
SUCCESSFUL IN THE PAST ARE
COUNTER-PRODUCTIVE IN LESS
PREDICTABLE ENVIRONMENTS

26. APIS FUEL THE
SOFTWARE THAT’S
EATING THE WORLD

27. PAY M E N T S
T R A N S P O R TAT I O N
D I S T R I B U T I O N
C O M M U N I C AT I O N S
E C O M M E R C E
M U S I C & T V
N E W S & M E D I A
A D V E R T I S I N G
…
PROGRAMMABLE ENTERPRISE

28. Matchmaker businesses are extending their
tentacles all through the economy. Platforms
are being erected on top of platforms that are
being erected on top of platforms. Today,
though, matchmakers are turbocharged –
powered by the cloud, broadband,
microprocessors, software, and other modern
technologies

29. RESPONSIVE ORGANISATIONS
IN THE DIGITAL ARENA, YOU NEED

30. DNA OF A RESPONSIVE ORGANISATION
PROBLEMS
NETWORKS
EMPOWERING
EXPERIMENTATION
TRANSPARENCY

31. it is about the platform
In the on demand economy

32. SCALABILITY
What startups can learn from corporates

33. APPETITE FOR RISK

34. HOW TO GET STARTED

35. TECHNOLOGY IS NOT THE ONLY ANSWER
SO HOW ABOUT
VIRTUAL
REALITY?
WHAT CAN WE
DO WITH
BEACONS?
SHOULDN’T WE
INVEST IN
DRONES?
DON’T WE NEED
A MOBILE APP?

36. DESIGN THINKING IS MORE THAN A PRETTY OFFICE SPACE

37. MANY COMPANIES FAIL AT INNOVATION
OBSERVING QUESTIONING NETWORKING EXPERIMENTINGASSOCIATING
INNOVATORS’ DNA

38. SPOT THE INCUMBENT
10
HYPER
DISRUPTIVE
BUSINESS
MODELS
SUBSCRIPTION
MODEL
FREEMIUM
MODEL
FREE
MODEL
MARKET
PLACE
ACCESS OVER
OWNERSHIP
HYPER MARKETEXPERIENCE
THE
PYRAMID
ON
DEMAND
THE
ECOSYSTEM
HELLOFRESH DROPBOX
FACEBOOK
ALIBABA
ZIPCAR
ZALANDOTESLA
AMAZON
UBER
APPLE

39. THE NEED FOR A FAST AND FURIOUS IT
TRANSFORMATION ACCELERATIONDISRUPTION

40. TO
minimum
viable
product
CORPORATES DISRUPTORS
FROM
maximum
validated
product
MINIMUM VIABLE PRODUCTS ARE THE NEW BLACK

41. DUAL OPERATING SYSTEM
FLUID ORGANISATION
AGILE PROCESSES TECHNOLOGY EXPERIMENTATION

42. IF WE DON’T CREATE
THE THING THAT KILLS
FACEBOOK, SOMEONE
ELSE WILL
FACEBOOK’S LITTLE RED BOOK

43. CONCLUDING THOUGHTS
THE
QUICK
SHALL
INHERIT
THE
EARTH
Fast is better than slow.
While slow is adding unnecessary
embellishments, fast is out in the
world.
And that means fast can learn from
experience while slow can only
theorize.
Those who ship quickly can
improve quickly.
So fast doesn’t just win the race. It
gets a head start for the next one.

44. In May 2016, I joined Salesforce as Business Transformation Architect: as change agents, we
provide thought leadership, and executive partnership to drive innovation through industry and
Salesforce platform expertise thus helping our enterprise customers accelerate strategic goals,
drive business outcomes and deliver maximum business value:
@THETHINKINGAPE | JDERYNCK@SALESFORCE.COM
- Accelerate change
- Understand all that is possible today
- Respond to a rapidly changing business
- Simplify an increasingly complex landscape
Turn today’s challenges into tomorrow’s goals

45. thank y u