Identity Live Sydney 2017 - Tim Sheedy

Delivering a “Customer First”
Business with Digital Identity
Tim Sheedy, Vice President, Principal Analyst

3© 2017 FORRESTER. REPRODUCTION PROHIBITED.
Companies
Customers
The age of the customer has
changed the game
Past:
Customer forced to move
towards business to
participate in its process
Present (& Future):
Business forced to move towards
customer to participate in their
journey (story)

© 2014 Forrester Research, Inc. Reproduction Prohibited 4
75%
of Asia Pacific business and
technology decision-makers assert
that improving customers’
experience is a critical or high
business priority.
Forrester Data Global Business Technographics® Priorities And Journey Survey, 2017

Great customer experiences pay off
-3%
51%
78%
-20%
0%
20%
40%
60%
80%
100%
Customer experience index
laggards
Overall S&P performance Customer experience index
leaders
Forrester’s Customer Experience Index (CX Index™) mapped to stock
performance over the past 7 years
Source: Forrester Research and Watermark Consulting

Source: Annual reports for fiscal years 2010 and 2014 from ING-DiBa and Commerzbank; *US Securities and Exchange Commission filings by Progressive
and Travelers
Better Customer Experience Correlated to Higher
Revenues

Consumers are fundamentally digital

Omnichannel is real and happening – in
your customer’s mind at least

Where the transaction occurs is irrelevant

IoT is taking off – but the business
is shifting the IoT talk from tech to
connected customers . . .

“We’re going from using the customer as a sensor
find out about the product’s performance, to
putting sensors in the product to learn about the
customer’s experience.”
Russ Fadel
President of ThingWorx — a PTC company
At LiveWorx conference, May 2015

Two fundamental IoT scenarios emerge from different
business stakeholders
Business
owner
examples
Relevant
types of
companies
Customer
impact
IoT sensor
location
• Product design
• Product engineering
• Chief product officer
• Chief technology officer
• Chief marketing officer
Only product companies
(e.g., discrete manufacturing or
consumable goods)
At the customer’s point of use with
a physical product:
• In products (e.g., machinery,
equipment, and appliances)
• On product dispensers (e.g., coffee
maker)
Direct
• Improves the CX with a specific
physical product at the point of use
• Line of business
• General manager
• Chief of operations
• Chief operations officer
All companies
In multiple company assets, across a
business process, including a customer
experience (CX):
• Internal operations (e.g., manufacturing)
• Customer-facing operations (e.g., retail
stores and amusement parks)
Indirect
• Improves the service experience of the
customer interacting with company ops
Business process
Source: Brief: The Two Fundamental IoT Business Opportunities Forrester report
Customer product

You need to accelerate your digital transition

Digital business is different
Bolt-on
Functional efficiency
Safety and cost
reduction
Traditional business
Better products
Digitally enhanced
products and services
Cross-functional agility
Speed and innovation
Digital business
Enhance customers’
ecosystem of value
Digital touchpoints
Operational
Excellence
Technology
attitude
Value proposition

Digital businesses continuously exploit digital
technologies to both create new sources of
value for customers and increase operational
agility in service of customers.

The future requires mastery of digital
business

Digital initiatives will not succeed unless
businesses:
1. Align around digital transformation.
2. Create a friction-less customer life cycle.
3. Focus on employees, too.
4. Turn good quality data into good quality insights.
5. Have good technology integrations.
6. Address privacy concerns.

Importance of optimum CX is accelerating CIAM
demand
› In the age of the customer, one extra link can drive down
retention.
› CIAM will become more of a customer engagement
platform owned by the CMO and less of a security
solution owned by the CISO/IT.
› IAM can provide the foundation for superior CX.
› Many digital businesses will get serious about deploying
CIAM to keep up with customers’ requirements around
seamless registration and authentication.

20
Employee IAM Consumer IAM
Key business drivers Reduce risk and improve
operational efficiencies
Attract and retain customers
Scale Thousands of users Millions of users and high
transaction volume
Identity evolution Employees known when hired Consumers are unknown at initial
contact and become identified over
time
Privacy protections Employer-centric User-centric
Service level requirements High Very high
User involvement Employer sets policies and
procedures; controls endpoints
User sets preferences and profile;
user controls endpoints
Data usage Centrally managed and controlled Shared across org to support
business initiatives
Traditional IAM versus CIAM

CIAM platforms are in demand

Asia is leading the world in CIAM adoption

23
› Increase customer acquisition rates
• Frictionless registration along with reusable access
credentials.
› Deliver deep customer insights across all channels
• Rich identity information that can be leveraged across
channels enables better decisions and improved digital
experiences
› Reduce disjointed customer experiences
• Common identity profile increases cross-sells, up-sells,
and ad revenue.
The value of CIAM

24
› Maintain data governance and transparency
• Enforce corporate policies and end user privacy directives
increasing customer trust and confidence.
› Accelerate delivery of personalised products and
services
• Eliminating identity silos reduces the costs and time it
takes to bring additional digital products and services
online.
The value of CIAM

25
› Dump homegrown approaches for managing
customer identities
› Know your customer before selecting a solution
• Are your customers younger? More mobile-centric?
From specific geographies?
› Balance usability with security
• Balance easy-to-use, multichannel access (mobile, web)
against security and privacy needs of users and to
minimise fraudulent users and transactions.
CIAM recommendations

26
› Plan for scale
• Don’t just focus on user counts. Assess peak
usage/capacity, such as a holiday shopping season, to
ensure that customers will remain delighted.
› Plan for omnichannel
• Don’t overlook the importance of providing a common
user experience across all channels.
CIAM recommendations

Security and management of consumer identities is
an essential component of this!
Customer expectations have changed.
Customers want a faster, better, cheaper, higher
level of service.
To compete: You must differentiate to become great,
as good is not good enough anymore

FORRESTER.COM
Thank you
Tim Sheedy
+61.2.8249.8812
tsheedy@forrester.com
Twitter: @timbo2002

Identity Live Sydney 2017 - Tim Sheedy

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